Leadership

Chapter 15
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Different leaders behave in different ways style, need, situation

Leadership

There is probably no topic more important to business success today than leadership

leadership occurs among people

involves the use of influence

is used to attain goals
Managers Challenge: Aramark Corp.

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Different leaders behave in different ways style, need, situation

Leadership

Topics Chapter 15

Leadership definition Differences in leadership and management Theories of leadership effectiveness

Charismatic and transformational leadership

How leaders use power and influence to get things done New leadership approaches for todays turbulent environment

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Nature of Leadership

travel the globe solving problems

The ability to influence people toward the attainment of organizational goals. Leadership is reciprocal, occurring among people. Leadership is a people activity, distinct from administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power.

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Leadership versus Management

Management Promotes stability, order and problem solving within existing organizational structure and systems Leadership Promotes vision, creativity, and change

Takes care of where you are

Takes you to a new place

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Leader versus Manager Qualities

Leader Qualities
SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power

Manager Qualities
MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power

Source: Genevieve Capowski, Anatomy of a Leader: Where Are the Leaders of Tomorrow? Management Review, March 1994, 12

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Leadership Traits
Traits = personal characteristics

Traits - early efforts to understand leadership success focused on leaders personal characteristics Great man approach - early research focused on leaders who had achieved a level of greatness

Find out what made them great Find people with same traits

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Personal Characteristics of Leaders

Physical Characteristics Personality Self-confidence Energy Honesty & integrity Physical stamina Enthusiasm Desire to lead Social Background Independence Education Mobility Intelligence and Ability Judgment, decisiveness Knowledge Intelligence, cognitive ability Social Characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy

Work-related Characteristics Achievement drive Drive to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity

Source: Adapted from Bernard M. Bass, Stogdills Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

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Behavioral Approaches Ohio State Studies

Consideration: - people-oriented behavior Is mindful of subordinates Establishes mutual trust Provides open communication Develops teamwork Initiating Structure: task-oriented behavior Directs subordinate work activities toward goal attainment Typically gives instructions, spends time planning, and emphasizes deadlines Provides explicit schedules of work activities

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Behavioral Approaches Michigan Studies

At about the same time as Ohio State Studies

University of Michigan compared the behavior of effective and ineffective supervisors

Employee-centered leaders Job-centered leaders

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The Leadership Grid

Blake and Mouton

Two-dimensional leadership theory that measures the leaders concern for people and for production Builds on the work of Ohio State and Michigan studies
Experiential Exercise: T-P Leadership Questionnaire

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The Leadership Grid

High

Leadership Grid
Concern for People

1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

9,9 Team Management Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect.

Low

Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1

5,5 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity Authority-Compliance to get out work with Efficiency in operations results maintaining morale of arranging conditions of from people at a satisfactory in such a way that human work level. elements interfere to a minimum degree. 9,1

Low

Concern for Production

High

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. 12

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Contingency Approaches
Relationship between leadership style and situation

Fiedlers Contingency Theory Hersey and Blanchard Situational Theory Evans and House Path Goal Theory

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Fiedlers Classification of Situation Favorableness

Leaders needs to know
Whether they have a relationship- or task-oriented style
Should diagnose the situation and determine the favorableness of the following three areas

Source: Fred E. Fiedler, The Effects of Leadership Training and Experience: A Contingency Model Interpretation, Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.

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Links leaders behavioral style with subordinates task readiness

Hersey-Blanchards Situational Leadership Theory

Follower Characteristics Low Readiness Level
Low Readiness Level Moderate Readiness Level High Readiness Level

Appropriate Leader Style

Telling Selling Participating Delegating

Very High Readiness Level

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Path Goal Theory

Source: Based on Bernard M. Bass, Leadership: Good, Better, Best, Organizational Dynamics 13 (Winter 1985), 26-40.

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Path-Goal Theory Leader Behaviors

Classification of (4) leader behaviors
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Supportive leadership: Leader behavior that shows concern for subordinates Open, friendly, and approachable Creates a team climate Treats subordinates as equals

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Directive leadership: Tells subordinates exactly what they are supposed to do Planning, making schedules, setting performance goals, and behavior standards

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Path-Goal Theory Leaders Behaviors

Classification of (4) leader behaviors

Participative leadership: Consults with his or her subordinates about decisions

Achievement-oriented leadership: Sets clear and challenging goals for subordinates Behavior stresses high-quality performance

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Path-Goal Situational Contingencies

Personal characteristics of group members The work environment

Degree of task structure Nature of formal authority system Work group itself

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Path-Goal Situations & Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

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Substitutes for Leadership

Substitute = situational variable that makes

a leadership style unnecessary or redundant

Neutralizer = situational variable that

counteracts a leadership style and prevents the leader from displaying certain behaviors

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Leading Change
Transactional Leaders

Clarify the role and task requirements of subordinates

Initiate structure

Provide appropriate rewards

Display consideration for subordinates Meet the social needs of subordinates

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Leading Change
Charismatic Leaders The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas
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Leading Change

Transformational Leader
Similar to charismatic leaders Distinguished by their special ability to bring about innovation and change by Recognizing followers needs and concerns Helping them look at old problems in new ways Encouraging them to question the status quo

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Sources of Power

Legitimate Power: power coming from a formal management position. Reward Power: stems from the authority to bestow rewards on other people. Coercive Power: the authority to punish or recommend punishment. Expert Power: leaders special knowledge or skill regarding the tasks performed by followers. Referent Power: personality characteristics that command subordinates identification, respect, and admiration so they wish to emulate the leader

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Post-Heroic Leadership for Turbulent Times

The turbulence and uncertainty of the environment in which most organizations are operating is a significant influence on leadership styles Post-heroic leaders major characteristic is humility
Ethical Dilemma: Does Wage Reform Start at the Top?

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Leadership in Turbulent Times

The concept and practice of leadership continues to grow and change

Post-heroic approach Servant leadership Level 5 leadership Interactive leadership E-leadership Moral leadership

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