The Quest for Leadership Chapter Eleven. © Copyright Prentice-Hall 2004 2 Leadership is defined as the process by which an individual influences others.

The Quest for Leadership

Chapter Eleven

© Copyright Prentice-Hall 20042

Leadership is defined as the process by which an individual influences others in ways that help attain group or organizational goals

Leadership as a myth: only supports our belief in the need for hierarchy and leaders in organizations (success is attributed to leaders)

Leadership


Leaders versus ManagersThe primary function of a LEADER is to create the essential purpose or mission of the organization and the strategy for attaining it

The job of the MANAGER is to implement that vision. He or she is responsible for achieving that end, taking the steps necessary to make the leader’s vision a reality

This distinction is often blurred in practice


Legitimate power is the power someone has because others recognize and accept his or her authority

Reward power is the power to control the rewards others receive

Coercive power is the capacity to control punishment

Information power is the power a person has by virtue of his or her access to valuable data or knowledge

Position Power


Rational persuasion is the power leaders have by virtue of the logical arguments and factual evidence they provide to support their argumentsExpert power is the power leaders have to the extent that others recognize their expert knowledge on a topicReferent power is the power that individuals have because they are liked and admired by othersCharisma is the power someone has over others because of his or her engaging and magnetic personality

Personal Power


How to Get Position Power


Iowa (1930’s): first attempt to determine the effect of leaders on group behavior

Ohio (1945): describes leaders behaviors

Michigan(1940’s): related leader behavior to productivity

Classical Studies


Tested three styles of leadership: authoritarian, democratic, and laissez-faire

Autocratic leaders produced aggressive or apathetic behavior in groups

Laissez-faire leaders produced the most aggressive behavior in groups

Democratic leaders fell in between the two

Classical Studies - Iowa


LBDQ: leadership behavior descriptive questionnaire administered to many different types of groups (perception based results)

Factor analysis produced two constructs: Consideration structure Initiating Structure

First study to point out the importance of both task supervision and human relations aspect of management

Classic Studies - Ohio


The behavior approach to leadership focuses on what leaders doTwo critical leadership behaviors: Consideration: concern for people Initiating structure: concern for getting the job done

Leaders are likely to be most successful when they demonstrate high concern for both people (consideration) and production (initiating structure)Grid training proposes a multi-step process designed to cultivate both sets of skills

The Behavior Approach


Prudential Insurance Company : picked both high/low producing groups in several departments

High producing section: supervisors had a high concern for the people

Low producing section: these sections had production oriented supervisors

One of the first studies to show that employee satisfaction is not related to productivity

Classic Studies - Michigan


Traditional Theories: The Trait Approach

Great Person TheoryGreat Person Theory

The approach that recognizes that great leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups


Leadership Characteristics


Leadership is an exchanged based process between leader and followerProductivity influences leader style : Consideration style: if group is doing well Initiating structure: if group is not doing well

Vertical Dyad Linkage Model (Graen, ‘75)Leader behaviors contribute to development of an ingroup and outgroup Ingroup members who expend effort get reward from

leader Outgroup members not performing well get treated

more strictly

The Exchange Theory Approach


This theory assumes that a leader’s contribution to successful performance by his or her group is determined by the leader’s own traits in conjunction with various features of the situationThe most important personal characteristic is the leader’s esteem for his/her least preferred coworker (LPC) Low LPC leaders view this person in a negative light,

and are primarily concerned with attaining successful task performance

High LPC leaders view this person in a positive light and are mainly concerned with establishing good relations with subordinates

LPC Contingency Theory(Situational theory, Fiedler, 1967)


Three factors determine how favorable a given situation is to the leader: The nature of the leader’s relations with group members The degree of structure in the task being performed The leader’s position power

Situational control is high when the leader has positive relations with group members, a highly structured task, and has position power Low LPC leaders tend to be more effective when

situational control is either very high or very low High LPC leaders are more effective when situational

control is moderate

LPC Contingency Theory


LPC Contingency Theory


This theory contends that subordinates will react favorably to leaders who are perceived as helping them make progress toward various goals by clarifying the paths to such rewardsFour basic leadership styles: Instrumental (directive): an approach focused on providing

specific guidance, establishing work schedules and rules Supportive: a style focused on establishing good relations

with subordinates and satisfying their needs Participative: a pattern in which the leader consults with

subordinates, permitting them to participate in decisions Achievement-oriented: an approach in which the leader sets

challenging goals and seeks improvements in performance

Path-Goal Theory (expectancy theory)


For the following leadership styles: Instrumental (directive): increases

satisfaction for ambiguous tasks, but decreases satisfaction for clearly defined tasks

Supportive: needed for stressful tasks and for non-repetitive, ego-involving tasks

Achievement-oriented: needed for ambiguous and non-repetitive

Path-Goal Theory (research findings)


Path-Goal Theory


CharismaCharisma: Transformational leaders have a mission and inspire others to follow them, often in a highly emotional mannerSelf-confidenceSelf-confidence: Transformational leaders are highly confident in their ability and judgment, and others readily become aware of thisVisionVision: Transformational leaders have ideas about how to improve the status quo and do what it takes to change things for the better, even if it means making personal sacrificesEnvironmental sensitivityEnvironmental sensitivity: Transformational leaders are highly realistic about the constraints imposed upon them and the resources needed to change things

Transformational Leadership(A Modern Framework)


Intellectually stimulatingIntellectually stimulating: Transformational leaders help followers recognize problems and show them ways of solving themInterpersonally considerateInterpersonally considerate: Transformational leaders give followers the support, encouragement, and attention they need to perform their jobs wellInspirationalInspirational: Transformational leaders clearly communicate the importance of the company’s mission and rely on symbols to help focus their effortsMoralityMorality: Transformational leaders tend to make decisions in a manner showing advanced levels of moral reasoning

Transformational Leadership








Challenges the importance of leadershipExperience, training, abilityExperience, training, ability substitute for task leadershipIndifference towards organizational rewardsIndifference towards organizational rewards neutralizes both task and consideration leadershipIntrinsically satisfying taskIntrinsically satisfying task substitutes for supportiveCohesive work groupsCohesive work groups substitute for task and consideration leadership

Substitutes for Leadership(Kerr and Jermier, 1978)


The Managerial Grid (Style 1)


Situational Leadership Theory (Style 2)A theory that specifies that the most appropriate leadership style depends on

the amount of emotional support followers require in conjunction with the amount of guidance they require to do their jobs


Co-CEOCo-CEOs have emerged as the business world has become more global and complex, dictating the need for more than one top leader

The challenge of leading teamschallenge of leading teams by helping subordinates take responsibility for their own work

Leading in the Digital AgeLeading in the Digital Age, where organizations are decentralized, change occurs very rapidly, and employees demand independence and autonomy

Emerging Trends in Leadership


Leading Groups and Teams


Leading Self-Managed Work Teams Instead of directing people, work at building trust and

inspiring teamwork Rather than focusing simply on training individuals,

concentrate on expanding team capabilities Instead of managing one-on-one, attempt to create a

team identity Instead of working to prevent conflict between

individuals, make the most of team differences Rather than simply responding to change reactively, try

to foresee and influence change


Growth occurs so quickly that strategies have to be changed constantly

Leaders of Internet companies are not expected to have all the answers

Showing restraint is critical Hiring and retaining the right people is more

important than ever Today’s leaders must not take anything for granted Internet leaders must focus on real-time decision

making

Growth occurs so quickly that strategies have to be changed constantly

Leaders of Internet companies are not expected to have all the answers

Showing restraint is critical Hiring and retaining the right people is more

important than ever Today’s leaders must not take anything for granted Internet leaders must focus on real-time decision

making

Leading in the Digital Age


Leadership DevelopmentThe systematic process of training people to expand their capacity to function effectively in leadership rolesCommon techniques: 360-Degree Feedback Networking Executive Coaching Mentoring Job Assignments Action Learning


Development Techniques NetworkingNetworking: A leadership development tool

designed to help people make connections to others to whom they can turn for information and problem solving

Executive CoachingExecutive Coaching: A technique of leadership development that involves custom-tailored, one-on-one learning aimed at improving an individual leader’s performance.

Action LearningAction Learning: A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done


Executive Coaching

The Quest for Leadership Chapter Eleven. © Copyright Prentice-Hall 2004 2 Leadership is defined as the process by which an individual influences others.

Documents

power leaders

leaders leadership slide

legitimate power

coercive power

knowledge position power

effect of leaders

behavior approach slide

arguments expert power