Leadership
Leaders Behaviours
Vision & Direction Align employees Inspire & Motivate
Defining Leadership
The ability to influence others towards the achievement of goals
(Robbins & Judge, 2011:376) Worthwhile goals? Visionary? Formal or Informal?
Discussion Point
Think of a person you have worked with recently who you would consider to be a good leader. What is it that makes this person stand out as a leader?
Behavioural Theories
Ohio University Studies University of Michigan Studies The Managerial Grid
Contingency Theories
Fiedler Hersey & Blanchard Leader-member Exchange Path-goal Theory Leader-participation Model
*** Predict emergence and appearance rather effectiveness Human Genome Map: Implications???
Trait Theory
Discussion Point
Suggest some personal traits of leaders you have
http://www.forbes.com/2009/11/30/introverts-good-leaders-leadership-managing-personality.html
Behavioural Theories
What do leaders do? Specific behaviours differentiate leaders from nonleaders
Ohio Studies
Late 1940s (Ralph Stogdill) Identify behaviours which fostered goal attainment 1000+ dimensions reduced to 2 categories: Initiating Structure Consideration
Behavioral Theories
Ohio State
University of Michigan
Consideration
Employeeorientation
Initiating Structure
ProductionOrientation
Employee Oriented
Emphasises interpersonal relations & human needs of subordinates. Findings: associated with higher group productivity & higher job satisfaction.
The two styles were thought to be distinct., ie leaders could not be high on both dimensions.
Behavioural Theories:
Discussion Point
Explain the similarities and differences between the findings of the Ohio and Michigan studies on leadership. Would you prefer working for a leader who has a task or relationship focus? Why? Do you think a leader can be both task-oriented and peopleoriented? Do you think your leadership style will change over time? Why?
8 7 6 5 4 1,9: Task management 3 People are a commodity, just like machines. A 2 manager's responsibility is to plan, direct and Low 1 control the work of subordinates.
5.5
1.1 Low
9.1
2 3 4 5 6 7 8 9
Concern for Production
High
Contingency Variables
Leader/member relations (group atmosphere) Task structure (routine/non-routine) Leader position power (reward, legitimate, etc)
Contingencies
Groups characteristics Leaders characteristics Employees characteristics Organisational structure characteristics
Leaders Behaviours
Employees Behaviour
Feedback
Task-Oriented
Performance
Poor Favourable Moderate I II Good High Weak III Good Low Strong IV Good Low Weak V Poor High Strong Unfavourable VI Poor High Weak VII Poor
Relationship -Oriented
Category
Low Strong
Explaining Fiedler
Task orientated leaders effective for HFS
- Everyone gets along, the task is clear & leader has power so take charge and provide direction
And HUFS
- Structure and task direction are needed, since relations are poor HT makes no difference to leaders popularity.
Discussion Point
Do you think leadership style if fixed or flexible? Why?
Two leadership dimensions: task and relationship which can be high or low As follower maturity increases, leaders should move from task to relationship behaviours
Two leadership and maturity dimensions are combined resulting in 4 leadership styles
Readiness of Followers
Behavior of Leaders
Unable and Unwilling Unable and Willing Able and Unwilling Able and Willing
Clear, Specific Directions High Task Orientation Support & Participation Let Followers Perform
R2 R1 Unable-willing Unable-unwilling
LOW
HIGH
HIGH
LOW
Discussion Point
Which style have you used or experienced. Was it effective? Why?
1. Environmental
Task structure Formal authority system Work group
2. Subordinate
Locus of control Experience Perceived ability
Outcomes
Performance Satisfaction
Directive
Appropriate goals are established.
Directive
Leader connects rewards with goal(s)
Employees become satisfied and motivated and accept the leader. Supportive behavior
Achievement
Effective performance occurs.
Path-Goal Theory
Discussion Point
Compare Fielders contingency model with the path- goal theory. What are the similarities and differences? Which do you prefer? Why?
Leaders select certain followers to be in (favourites) based on competence and/or compatibility & similarity to leader
Exchanges with these In followers will be higher quality than with those who are Out RESULT: In subordinates will have higher performance ratings, less turnover, and greater job satisfaction Fairness ..... Self-fulfilling prophecy ......?
Leader
In-Group
High Interaction
Formal Relation
Subordinate C
Trust
Subordinate B
Out-Group
Subordinate A
Leader-Participation Model
Premise: Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making Considers 12 (7) contingency variables to consider whether or not to include subordinates in decision making
Leader-Participation Model
1. Importance of the decision
Leader-Participation Model
7. Whether there is likely to be conflict among followers over solution alternatives 8. Whether followers have the necessary information to make a good decision 9. Time constraints on the leader that may limit follower involvement 10. Whether costs to bring geographically dispersed members together is justified 11.Importance to the leader of minimizing the time it takes to make the decision 12. Importance of using participation as a tool for developing follower decision skills
Leader-Participation Model
Vroom & Yetton, revised by Vroom and Jago Leader Behaviours
Continuum of autocratic to group consensus (5 styles) Leaders behaviour should adjust to the task
Leader-Participation Model
Employee Involvement Continuum Increased Leader Control
Review
Almost by definition, the role of leader requires two things: progress towards some goal, such as through task accomplishment, and the maintenance of an enthusiastic following through relationship building. Emphasis to one, to the exclusion of the other, will most likely prove ineffective.
Discuss this statement and give examples of its managerial implications. (Self assess)
Moral Leadership
Leadership and Cultural Differences
Charismatic Leadership
What is it? (Page 387) Who are they (examples)?
Personal Risk
Charismatic leaders
Unconventional Behaviour
Transformational Leadership
Transactional leadership
Discussion Point
Its not possible to be both a trusting boss and a politically
astute leader. One requires openness and the other requires concealment.
Emotional Intelligence
Self-awareness
Self-management Self-motivation Empathy Social Skills
Self assessment: EI
WHAT'S MY EMOTIONAL INTELLIGENCE SCORE? Indicate your level of agreement with these ten statements using the following scale: Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
I am usually aware from moment to moment of my feelings as they change. I act before I think. When I want something, I want it now! I bounce back quickly from lifes setbacks. I can pick up subtle social cues that indicate others needs or wants. Im very good at handling myself in social situations. Im persistent in going after the things I want. When people share their problems with me, Im good at putting myself in their shoes. When Im in a bad mood, I make a strong effort to get out of it.
I can find common ground and build rapport with people from all walks of life.