LEADERSHIP

OBJECTIVES

• • • Understand the complexity of defining leadership Understand the difference between management and leadership Introduce leadership theory, past & present

Definitions of Leadership

(Huges, Ginnett, Curphy, 1999) • • • • • The process by which an agent induces a subordinate to behave in a desired manner.

An interpersonal relationship where others comply because they want to not because they have to.

Actions that focus resources to create desirable opportunities.

The leader's job is to create conditions where the team can be effective.

The process of influencing an organized group toward accomplishing its goals.

Definitions of Leadership

• Include relationships with followers • Recognize need to influence • Generally include some desired outcome – For example, goals – But whose goals should we consider?

Management vs. Leadership

Main Task Management Leadership

What needs to be done  Planning and Budgeting deductive designed to produce orderly results results in plans long-term planning is

not

developing a vision the same as  Setting a Direction inductive designed to produce change results in vision what is important about a vision is how well it serves important constituencies direction setting provides focus and boundaries for planning Create network of relationships to accomplish agenda Ensure job gets done  Organizing and Staffing create human systems to implement plans includes job design, staffing, training, etc.

 Controlling and Problem Solving compare system behavior to plan and make necessary adjustments desire fail-safe, risk-free processes to accomplish plan   Aligning People more of a communications challenge than a design problem need to build credibility leads to empowerment Motivating People energizes people to overcome obstacles to change satisfies basic human need for achievement vision expressed in a way that resonates with values of audience, thus, it is motivating involve people in deciding means to achieve vision coaching and feedback recognize and reward success

History of Leadership Theory

• • • • Trait Theory (1920s) – Looked for common traits of leaders (ambition, honesty, self-confidence) – Could not find any Style Theory (1940s) – Looking for style (behavior) with most potential – Found to depend on situation Contingency Theory – Leadership depends on situation Competency Theory – Leadership requires a set of skills and abilities

Leadership Styles (Goleman)

• Leadership styles are based on emotional competencies – “ Directive Leaders: demand immediate compliance (-.26).

– Visionary Leaders: mobilize people toward a vision (.54).

– Affiliative Leaders: create emotional bonds and harmony (.46).

– Participative Leaders: build consensus through participation (.43).

– Pacesetting Leaders: expect excellence and self-direction (-.25).

– Coaching Leaders: develop people for the future (.42).”

Climate

• • • • • • “Flexibility: how free employees feel to innovate unencumbered by red tape; Sense of responsibility to the organization; Level of standards that people set; The sense of accuracy about performance feedback and aptness of rewards ; Clarity people have about mission and values; Level of commitment to a common purpose.”

Six Leadership Styles (Goleman)

Modus Operandi Style in a phrase EI Compe tencies When Style Works Best Demands immediate compliance “Do what I tell you.”

Directive

Drive to achieve, initiative, self control In a crisis, to kick start a turnaround, or with problem employees

Visionary

Mobilizes people towards vision “Come with me.” Self confidence, empathy, change catalyst When changes require a new vision, or when a clear direction is needed

Affiliative

Creates harmony and builds emotional bonds “People come first.” Empathy, building relationships, communica tion To heal rifts in a team or to motivate people during stressful circumstances

Participative

Forges consensus through participation “What do you think?” Collaboration, team leadership, communica tion To build buy in or consensus, or to get input from valuable employees

Pacesetting

Sets high standards for performance “Do as I do, now.” Conscien tiousness, drive to achieve, initiative To get quick results from a highly motivated and competent team

Coaching

Develops people for the future “Try this.” Developing others, empathy, self awareness To help an employee improve performance or develop long-term strengths

Leadership Styles cont.

Directive

Overall Impact on Climate Comments Negative       Flexibility hardest hit People feel disrespected Sense of responsibility evaporates Leaves people alienated Sometimes it will work, e.g., a turnaround or hostile takeover looming Can break failed business habits

Vision ary

      Most strongly positive Most effective style Visionary; motivates people by making clear how work fits into larger vision.

Standards and rewards clear.

Gives people leeway to devise means to meet vision Works in most situations Does not work in all situations, e.g., team of experts

Affilia tive

Positive        Builds emotional bonds Positively effects communica tion Trust increases flexibility Gives positive feedback Celebrates successes Style generally works well but particularly when want to build team, increase trust, etc.

May not focus on performance; use with other styles

Partici pative

Positive

Paceset ting

Negative

Coaching

Positive      Builds trust, respect, and commitment by getting input and building buy-in By listening leader learns how to build morale Can lead to endless meetings Can delay decisions and escalate conflict Works best when leader is uncertain or need to generate ideas and followers are competent.

      Sets high standards, looks to do things better, pinpoints poor performers Paradoxical, would think above improves results, instead it destroys climate Employees overwhelmed and feel untrusted.

Guidelines often not made clear.

Commitment & flexibility decline.

Works well when all employees are self-motivated and competent.

       Help employees identify their unique strengths and weaknesses Establish long term goals and help employees see how to reach them Excel at delegating Powerful tool but not often used Employees know what is expected and how it fits vision Good when employees want to be coached Leader must have expertise to help employee

Bennis’ Competencies

• • • • • Management of Attention – Ability to energize people toward a vision Management of Meaning – Optimism, hope Management of Trust – Generate and sustain trust – Competency, congruity, constancy, caring Convert vision into action and results Management of Self – Self-awareness, stance toward failure and pain

New Perspectives on Leadership

• Superleader-leader of leaders (Manz & Sims) • Leader as Designer/Teacher/Steward/Creator (Senge) • Leader as Learner (Vaill)

Four Views of Leadership

(Manz and Sims, 1991) Focus Type of Power Source of Wisdom and Direction Follower's Response Leader Behaviors

Strong Man

Commands Position Leader Fear based Command and assigning goals

Transactor

Rewards Reward Leader

Visionary Hero

Visions Charismatic Leader

Superleader

Self-leadership Shared Mostly followers and then leaders Calculated compliance Commitment based on vision Commitment based on ownership Interactive goal setting and contingent rewards Communication of vision and emphasis on values Promoting self leadership and creating positive thought patterns

Leader as Designer/Teacher/ Steward

(Senge) • • • • Build a shared vision Bring to the surface and challenge prevailing mental models-facilitate more insightful views of reality Foster systemic patterns of thinking – Events (reactive) – Patterns of behavior (responsive) – Systemic Structure (generative) – answers question, What causes pattern of behavior?

Desire to serve first