MGB 610-611 - Wk 4 Leadership - Fa2015 - Handout

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Leadership: Styles & EffectivenessMGB 610/611: Organizational Behavior & Team SkillsFall 2015, Week 4

Executive and Professional MBA Programs

1What is leadership and why is it important?What leadership styles are most effective?When and how can leadership styles be matched to the situation?Leadership: Key Questions


2Leadership is perhaps one of the oldest and most popular concepts across all nations and cultures. Leadership has attracted numerous organizational scholars to research this concept with enormous enthusiasm.As a result, thousands of academic research has been done around the issue of leadership in the past century: example (more than 200 pages just for the list of references).However, one of the biggest problems in leadership research is that there is no common definition so far.Bass (1990)Leadership is one of the worlds oldest preoccupations.Stogdill (1974)There are almost as many definitions of leadership as there are persons who have attempted to define the concept.Bass, B. M. (1990). Handbook of Leadership: Theory, research, & managerial applications. New York: Free PressStogdill, R. M. (1974). Handbook of leadership: A survey of the literature. New York: Free Press.What is Leadership?


3Leadership is perhaps one of the oldest and most popular concepts across all nations and cultures. Leadership has attracted numerous organizational scholars to research this concept with enormous enthusiasm.As a result, thousands of academic research has been done around the issue of leadership in the past century: example (more than 200 pages just for the list of references).However, one of the biggest problems in leadership research is that there is no common definition so far.Some DefinitionsLeadership is:the behavior of an individual.directing activities of a group toward a shared goal Hemphill & Coons, 1957exercised when persons mobilize institutional, political, psychological and other resources so as to arouse, engage, and satisfy the motives of followersBurns, 1978the ability to step outside the culture.to start evolutionary change process that are more adaptiveSchein, 1992about articulating visions, embodying values, and creating the environment within which things can be accomplishedRichards & Engle, 1986the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizationHouse et al., 1999


4Leadership is perhaps one of the oldest and most popular concepts across all nations and cultures. Leadership has attracted numerous organizational scholars to research this concept with enormous enthusiasm.As a result, thousands of academic research has been done around the issue of leadership in the past century: example (more than 200 pages just for the list of references).However, one of the biggest problems in leadership research is that there is no common definition so far.Leadership isThe process of influencing others to mobilize and facilitate individual and collective efforts towards the accomplishment of goals or objectives (Yukl, 2005)


5Management & LeadershipManagementLeadershipCopes with complexitybrings order & stability to unpredictable situationsAnticipates & produces changeenables adaptation to new circumstancesPlans & budgetsSets direction & courseOrganizes & staffssets up systems to ensure that plans are implemented precisely & efficientlyAligns people with visiongets them to believe in an alternative futureExercises control & solves problemsMotivates & inspires peopleStrong management is essential to ensure efficient progress given a steady courseStrong leadership is essential to envision & stimulate necessary changes & longer-term survivalSource: John P. Kotter, Dec. 2001. What leaders really do. Harvard Business Review, Reprint #R0111F.


6General George S. Patton1885-1945World War IILegendary U.S. general who trained and led the Third Army, conquering 81,522 square miles of the German-occupied territory in Europe within a year. Colonel Robert Gould Shaw1837-1863U.S. Civil WarUnion colonel who led the 54th Massachusetts, the first regiment of black soldiers, to a fearless charge at Fort Wagner, S.C.Two Leadership Examples


7We will soon observe several movie clips of two famous military leaders:

These two leaders have one thing in common: both were successful in influencing their subordinates to accomplish a mission that none thought it would be impossible.

However, they are very different in how they influence others. Key ScenesThe first day in charge of their troopsInitial approaches to establish influenceWays to solve problemsApplying a different style (versatility)


8Leadership Continuum Relations-OrientedAct in a friendly and supportive manner, show concern, trust and confidence in and for team members, and look out for their welfare.Go to bat for and support team members

Task-OrientedFocus on activities that facilitate task accomplishment including planning and scheduling, coordinating activities, setting performance goals, and monitoring and rewarding performance.


Relations-Oriented FormsTask-Oriented FormsLeaders Modus OperandiThe Style in a PhraseUnderlying Emotional Intelligence CompetenciesWhen the Style Works BestOverall Impact on ClimateLeadership Styles


Emotional IntelligenceThe ability to effectively manage ourselves and our relationships through awareness, understanding, and management of emotions in ourselves and othersSelf-AwarenessEmotional self-awareness: the ability to read and understand your emotions as well as recognize their impact on work performance, and relationships.Accurate self-assessment: a realistic evaluation of your strengths and limitationsSelf-confidence: a strong and positive sense of self-worth

Self-ManagementSelf-control: the ability to keep disruptive emotions and impulses under control.Trustworthiness: a consistent display of honesty and integrityConscientiousness: the ability to manage yourself and your responsibilities.Adaptability: skill at adjusting to changing situations and overcoming obstaclesAchievement orientation: the drive to meet an internal standard of excellenceInitiative: A readiness to seize opportunities.

Social AwarenessEmpathy: skill at sensing other peoples emotions, understanding their perspective, and taking an active interest in their concerns.Organizational awareness: the ability to read the currents of organizational life, build decision networks and navigate politicsService orientation: the ability to recognize and meet customers needs

Social SkillVisionary leadership: the ability to take charge and inspire with a compelling visionInfluence: the ability to wield a range of persuasive tacticsDeveloping others: the propensity to bolster the abilities of others through feedback and guidanceCommunication: skill at listening and at sending clear, convincing, and well-tuned messagesChange catalyst: the ability to deescalate disagreements and orchestrate resolutionsBuilding bonds: proficiency at cultivating and maintain a web of relationshipsTeamwork and collaboration: competence at promoting cooperation and building teams

D. Goleman, (March 2000). Leadership That Gets Results, Harvard Business Review, reprint R00204 Executive and Professional MBA Programs

Relations-Oriented FormsTask-Oriented FormsCoerciveAuthoritativePacesettingAffiliativeDemocraticCoachingDemands immediate complianceMobilizes people toward a visionSets high standards for performanceLeaders Modus OperandiCreates harmony and builds emotional bondsForges consensus through participationDevelops people for the futureDo what I tell you.Come with me.Do as I do, now.The Style in a PhrasePeople come first.What do you think?Try this.Drive to achieve, initiative, self-controlSelf-confidence, empathy, change catalystConscientiousness, drive to achieve, initiativeUnderlying Emotional Intelligence CompetenciesEmpathy, building relationships, communicationCollaboration, team leadership, communicationDeveloping others, empathy, self-awarenessIn a crisis, to kick start turnaround, or with problem employeesWhen changes require a new vision, or when a clear direction is neededTo get quick results from a highly motivated and competent teamWhen the Style Works BestTo heal rifts in a team or to motivate people during stressful situationsTo build buy-in or consensus, or to get input from valuable employeesTo help an employee improve performance or develop long-term strengthsNegativeStrongly PositiveNegativeOverall Impact on ClimatePositivePositivePositiveLeadership Styles

D. Goleman, (March 2000). Leadership That Gets Results, Harvard Business Review, reprint R00204 Executive and Professional MBA Programs

SummaryEffective leadership requires both managing complexity and inspiring changeLeadership produces the best outcomes when the leadership approach fits the situationThe most effective leaders are adaptive and versatile


13Quiz 1 (150 points)20 Multiple Choice (4.5 pts/question)

_________ occurs when the norms for conforming in a homogenous group become so strong and members are highly concerned about maintaining unanimity that they fail to critically evaluate their options and consequently make a poor decision. GroupthinkProcess lessRelationship-based conflictTeam suboptimization

4 Short Answer (15 pts/question)You have just been given an assignment to lead a team that will be working on a complex and challenging assignment. It is critical for the team to creative and develop innovative solutions. Therefore you identify creating a climate of constructive conflict as critical for the success of your team. Drawing from discussions in class and from the reading How Management Teams can Have Good Fight by Eisenhardt, Kahwajy and Bourgeois, what specific strategies might you follow as the team leader to effectively utilize constructive conflict in your team?


14For next class (9/28)Sims, H.P., Faraj, S., & Yun, S. 2009. When should a leader be directive or empowering: How to develop your own situational theory of leadership. Business Horizons, 52 (2), 149-158.


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MGB 610-611 - Wk 4 Leadership - Fa2015 - Handout

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