Leadership Has Many Faces

CE Text pp. 474-487; 494-498 + Case

Managers Versus Leaders

► Managers 

Persons whose influence on others is limited to the appointed managerial authority (scope) of their positions

► Leaders 

Persons with managerial and/or personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.

© 2008 Prentice Hall, Inc. All rights reserved.

11 –2

Power & Influence

►

Power

 The ability to get something done-that you want done- and done the way you want it.

 The ability to get others to take actions they otherwise would not ►

INFLUENCE



Any attempt by a person to change the behavior of superiors, peers, or lower-level employees through the direct or indirect control of human, informational, or material resources.

► ► ►

Not inherently good or bad.

Can be used to subvert.

Can be used to enhance.

Sources of Power

The Evolution of Leadership Theory

► Born to lead?

Trait Theory

►

Physical

 leadership traits – (Inherited) Age, Gender, Size, Ethnicity Vs.

►

Personal

 leadership traits-(Developed) Drive, Honest, Credible, Competent, EQ, IQ,  Flexible, Knowledgeable, Confident, Motivated  General Zinni-Competence Bishop Thomas-Not friendship Edwin Locke/Shelley Fitzpatrick

Elect a Leader

► A: Associates with crooked politicians, consults an astrologist to make decisions, chain smoker, cheats on wife (two mistresses), drinks 8-10 martinis/day ► B: Sleeps until noon, drinks a quart of whiskey/day, used opium in college.

► C: Decorated war hero, vegetarian, drinks beer on occasion

Elect a Leader

► A: Associates with crooked politicians, consults an astrologist to make decisions, chain smoker, cheats on wife (two mistresses), drinks 8-10 martinis/day Franklin Delano Roosevelt ► B: Sleeps until noon, drinks a quart of whiskey/day, used opium in college. Winston Churchill ► C: Decorated war hero, vegetarian, drinks beer on occasion Adolph Hitler

Classic Leadership Styles

►

Autocratic:

Command-Control, Heavy Reliance on Authority ►

Democratic:

Participatory…focus on task and personnel development ►

JD-Style Change

►

Laissez-faire:

Whatever – Just get it done, Detached.

EXHIBIT 11–2 Continuum of Leader Behavior Democratic Consultative Participative

© 2008 Prentice Hall, Inc. All rights reserved.

11 –10

Core Dimensions of Leadership Ohio State Study

p.480

► Task Concern for Production ► Relationship Concern for People

Fiedler Contingency Leadership Model

 Effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader ► Identified three situational criteria— leadership style.

leader member relations, task structure, and position power

— that could be manipulated match an inflexible (fixed) © 2008 Prentice Hall, Inc. All rights reserved.

11 –12

Contingency Theory of Leadership (Style is Difficult to Change) Fiedler Variables for the Leader: (See page 484 and exhibit 19-4 on page 482)

•

Leader-member relations - Confidence in , respect for the leader

•

Task Structure – The degree of structure , specificity of employees’ activities

•

Position Power – Leader’s control over: hiring/firing, promotions, pay, perks.

Leader-Participation Model

(Vroom, Yetton and Jago)  Provides a sequential set of rules for determining the form and amount of participation a leader should exercise in decision making according to different types of situations.

► The model is a decision tree incorporating contingencies (whose relevance can be identified by making yes or no choices) ► Experience-Acceptance-Time Constraints  Assumes an adaptable leadership style.

© 2008 Prentice Hall, Inc. All rights reserved.

11 –14

Vroom-Jago leader-participation model. Decision Process/Participation

Path-Goal Theory (House)



Leader’s style is flexible and can be changed to adapt to the situation at hand

.

* Directive: Expectations, Guidance “How to” *

Supportive

: Friendly, shows concern *

Participatory

: Consults employees, then acts *

Achievement

: Sets goals, expects performance 

Workers accept a leader’s behavior to the degree that they believe that it will:

(1) makes the satisfaction of their needs contingent on effective performance (2) provides the coaching, guidance, support, and rewards that are necessary for effective performance. © 2008 Prentice Hall, Inc. All rights reserved.

11 –16

Situational Leadership Theory

(SLT)  Leaders should adjust their leadership styles— telling, selling, participating, and delegating—in accordance with the readiness of their followers.

►

Acceptance:

reality that it is the followers who accept or reject the leader.

Leader effectiveness reflects the ►

Readiness

: a follower’s ability and willingness to perform.

► At higher levels of readiness, leaders respond by reducing control over and involvement with employees.

© 2008 Prentice Hall, Inc. All rights reserved.

11 –17

EXHIBIT 11–7 Hersey and Blanchard’s Situational Leadership® Model

Willing = Motivated © 2008 Prentice Hall, Inc. All rights reserved.

11 –18

Situational leadership

A different perspective S-1 Tell Direct S-4 Delegate S-3 Participate S-2 Show Sell KSA Mixed High KSA Mixed Low KSA All Very High KSA All Very Low

Deterrence-Based Consequences, Fear, Reprisal New Term

TRUST

Knowledge-Based Predictability, Experience Intermediate Term ► Trust = C + R + T Identification-Based Mutual understanding Unquestioned loyalty Long-Term ► Credibility + Reliability + Transparency

The Challenge of Team Leadership

► Becoming an effective team leader requires:     Learning to share information.

Developing the ability to trust others.

Learning to give up authority not accountability.

Knowing when to leave the team alone and when to intercede.

► New roles that team leaders take on:  Managing the team’s external boundary ► Management, suppliers, trouble shooting  Facilitating the team process (coach).

© 2008 Prentice Hall, Inc. All rights reserved.

11 –21

Leadership Styles-Approach

Motivational Gurus Case pp. 502-503

Welch

► ► ► ► ► Bottom Line focus Six sigma = no defects 1 or 2 in every business Top 20% vs. Bottom 10% A “people manager”

Torre

► ► ► ► ► Few rules Peak performance Individual freedom Manages Up & Down 4 World series wins Leadership Style: Path-Goal?

Situational Leadership?

Participative Model?

Fiedler Contingency?

To be an effective leader…

 Develop Vision your world view, your assumptions, your choices and options  Improve Yourself Lifelong learning, stretch goals, Don’t die until you are dead  Stay in touch with reality be objective  Practice Ethical Leadership know your values, Assumptions, Beliefs, Expectations, goals, motives  Know yourself yourself set attainable goals and standards for  Relate to people – Develop your EQ

►

Man in the Arena

The credit belongs to the persons who are actually in the arena, whose faces are marred by dust, and sweat, and blood, who strive valiantly, who err and come short again and again. ► The persons who know the great enthusiasms, the great devotions, and spends themselves in a worthy cause; who at best know the triumph of high achievement and who, at the worst, if they fail, at least fail while daring greatly.

► Their place shall never be with those cold and timid souls who know neither victory nor defeat.

Theodore Roosevelt ‘ Citizen In A Republic ” April 23, 1910