Transcript Leadership*what is it?

Leadership
LEADER
Lifelong learners
Encourages Growth
Accelerates Innovation
Develops Relationships
Extends Invitations
Reveals Potential
COPYRIGHT © 2007, Sentire
Mentoring
Leadership is…
The process of influencing the activities of
individuals or organized groups so they
follow and willingly do what the leader
wants them to do. It involves:
 Dealing with people and
developing rapport
 Applying appropriate persuasion
 Inspiring people
 Influencing people to cooperate in
pursuing your goals and vision
Leadership
If you want to build a ship,
Don’t [just] drum up
people to collect wood and
don’t [just] assign them
tasks and work, but rather
TEACH THEM TO LONG FOR
THE SEA.”
--Antoine de Saint Expury
What is you sea?
Leadership Theories
Wh
Great Man Theory
Trait Theory of Leadership
Zeitgeist Theory of History (leadership
according to the spirit of the time)
Great Man Theory (Born that way)
Charismatic (leadership according to
personality, charm, eloquence)
Machiavellianism (self-serving, and
thus those in power could only
maintain their position through
exploitative and deceitful actions)
Behavioral (What you do rather than
how you were born or what you say or
how you say it)
Style Theory of Leadership
Autocratic
Democratic
Laissez-faire Style
Leadership Theories
Wh
Situational Theories of Leadership
Distributed-Actions Theory
Interaction-Process Analysis
 Task-Leadership Role
 Social-Emotional-Leadership
Role
Fiedler’s Situational Theory
 Task Oriented Leader
 Maintenance Oriented Leader
Hersey & Blanchard’s Theory
 Task Behavior
 Relational Behavior
The Authoritarian
(Autocratic) Leader
 “When even one [person] - who has done nothing
wrong - is forced by fear to shut his mind and
close his mouth - then all [people] are in peril.”
Authoritarian
(Autocratic) cont…
 Provide clear expectations
for what needs to be done,
when it should be done,
and how it should be done.
 Clear division between the
leader and the followers.
 Make decisions
independently with little or
no input from the rest of
the group.
When would
authoritarian
leadership be most
appropriate?
Democratic
 Offer guidance to group members,
but they also participate in the
group and allow input from other
group members.
 People can be are less productive
than the members of the
authoritarian group, but their
contributions were of a much
higher quality.
 Encourage group members to
participate, but retain the final say
over the decision-making process.
Group members feel engaged in
the process and are more
motivated and creative.
When would
Democratic
leadership style be
most appropriate?
Democratic Leadership
 Executive, individual has enough
concentrated structural power to make the
right decisions
 Legislative: no individual leader, not even
the nominal chief executive has enough
structural power to make important decisions
by himself or herself.
 Relies more upon persuasion, shared interest to
create the conditions for the right decisions to
happen. This is what makes this kind of
leadership particularly important to society.
Laissez-Faire
 Lead yourself
 Offers advice or information when asked.
 Little effort to increase productivity or
nurture employees.
 Leave decision-making up to group
members.
 Researchers founds that people under
laissez-faire leadership were the least
productive of all three groups. They
make more demands on the leader,
showed little cooperation, and were
unable to work independently.
 While this style can be effective in
situations where group members are
highly qualified in an area of expertise, it
often leads to poorly defined roles and a
lack of motivation.
When would
authoritarian
leadership be
most
appropriate?
Harry S. Truman
 It is amazing what you can
accomplish if you do not care
who gets the credit.
 “Leadership is the ability to get
people to do what they might
not otherwise do and to like it.”
The Exercise of Leadership
the Exercise of Power
and
 Does a leader need power?
 Does power make a leader?
 “Leadership is the ability to get people to move in a consistent direction
when you have no power over them.” Associates at Bill Gore have the
power to fire their boss. If they don’t want to follow their boss and go
along with his or her dictates, directions, or plans, they can get together
and say we fire you as our boss and you don’t have the privilege to be a
boss and be followed by us. There is a direct relationship between the
exercise of power and the exercise of leadership. If one can lead they don’t
necessarily need power. Those who look like leaders may be using power,
but if you took away their power they would no longer be able to get
others to do things (to follow them). And if you took their power away we
would see that they are not leaders, but exercisers of power.
 In a world where people are increasingly changing jobs and don’t seem to
be attached, or loyal to any particular organization you need to be a good
leader rather than a good exerciser of power. If one can lead, one does not
necessarily need power.
 Frances Hesselbein, National CEO of girl scouts has thousands of
volunteers, people who she has no control over. She gets girls to dress in
green and sell cookies and do service and many acts of service. She said,
“It doesn’t take power to lead.
–Jim Collins
Egocentric Leader…or not
 Genuine Humility
 Burning, active, passionate, obsessive
ambition for the cause, the company, the
work…not themselves.
 They have a will to make good on their
ambition
 They did not assign blame when things go
wrong
 They looked at it like an autopsy. They look in
the mirror and say I shoulder all responsibility
and in the end I am the one who is to blame.
Can I practice
my skills on
someone and
not care about
them? Will they
be able to tell?
INFLUENCE
People
Responsive
I am no better or worse
than others. I regard
others as equally
legitimate
Behaviors
WAY OF BEING
My source of
Influence
If they can tell
that I don’t
really care
about them,
will it affect
how they will
respond to me?
Objects
Resistant
I am better or worse than others: they
are less real, less important, less
valuable; or more important, more
talented, etc.
There is something deeper than behaviors that others can
sense—something that, when wrong, undercuts the
effectiveness of even the most outwardly “correct” behavior.
Managerial Grid®
Concern For People
(High)
Country Club
Management
Team
Management
Focused on being
supportive
And considerate.
Efficiency is not primary
concern.
Organization
Man
Management
Shows concern for both
employees and the task so
that adequate performance is
possible.
Impoverished
Management
Exerts minimum
effort to accomplish
the work.
(LOW)
(LOW)
Concern for Production
High Concern for
employees, morale and
task accomplishment.
Building independence,
trust, respect.
AuthorityObedience
Concern for
accomplishing tasks
with little or no
concern for people
(High)
High School
Science Teacher




Not the superintendent
Not the principle
Not a formal leader
But….
But he has a mini pocket where he is a leader. He has a sphere of influence, or
span of responsibility. If you have influence over people who are around you at
work you can practice the discipline of any style of leader. This teacher operated
on principles of leadership with only one purpose in mind: To make his class
the best science class in the world for high school kids in Colorado. Take
responsibility to make great what you have power to make great.
If the others, or even the school, doesn’t do it, you can’t change that, but you can
take responsibility in your area.
People Problems
Dynamics of Conflict
What they see
What I do…
•
•
•
•
Complain
Punish
Not include him
Talk behind his back
Me
•
•
•
•
Whiner
Controlling
Demeaning
A gossip
BLAME
Jim
What he does…
What I see
•
•
•
•
A slacker
Unorganized
Lazy
Not a team player
?
•
•
•
Talks too loud
Always late
Quarrelsome
Who Needs to change? Who thinks they need to change? Who is likely to change?
It’s insanity… I provoke the things I say I don’t like in Jim.
Perform
Have an Impact
Influence others
Manage through a crisis
Leave a legacy?
Did the company continue to be strong after
they left.
• Preparing for crisis in the absence of crisis
• Where they Humble: many CEOs that were
ranked among the highest ranked companies in a
study by Jim Collins in his book Good to Great,
the great CEOs turned down the offer to become
the CEO.
•
•
•
•
•
•
Which style is Bill?
• Bill Allen, CEO of Boeing, who
•
•
•
•
brought us into the jet age
Self-effacing
He said, “Don’t be afraid to admit
that you do not know”
“Ask more questions that you give
answers”
“Recognize it is the people around
you that will make the company
great”
Management and Leadership Compared
Source: Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management. New York: Free
Press; Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press.
1–21
Table 1.1
Charles Coffin, CEO of G.E. in
1982
 Invented worlds first industrial research
developmental laboratory.
 The ultimate clock builder rather than the
ultimate time teller. Things that are built that
are still ticking many years later.
Great Leaders are…
 Always distrustful of their success
 When things are going well they worry
because something might come up against
them that they cannot possible predict.
 Those who become great are always
 Afraid they may become a little slow around
the edges.
Types of Leaders that produce
Great Organizations
 Levels of Leadership
 1. Individual, intellectual, creative capabilities
 2. Contributing team member
 3. Management capability
 4. Being an effective leader
 5. Did not have inspiring personalities, but inspired
standards. George Canaan at Abbott Laboratories was
an example of this. Canaan said to look at the results.
It is results that they are looking at, not the people
 The momentum of results inspires and motivates
people
 Sam Walton died and the culture continued. He got it
started and has not been less motivated then when
Sam Walton was running it
Charisma Addiction
 How many destructive things have happened
with charismatic leadership.
 Worried about always being “right”
(Csikszentmihalyi, 1997)
HIGH
Arousal/Awakening
(Inspired but Need practice.)
Challenge
ANXIETY
(Deadlines, the boss is watching, the
clock is ticking. I’m freaking out!)
WORRY
CONTROL
(Fear of failure..)
(I know all I need to know.)
APATHY
RELAXATION
(Not a challenge)
(I can do this in my sleep. Nap time.)
BOREDOM
(Ho-hum)
LOW
Skill
HIGH
Leadership Categories
 Transactional leadership
 Encompasses leadership theories
 Leaders determine what followers need to
achieve goals, classify needs, and help
followers gain confidence
 Transformational leadership
 Motivates followers to do more by raising
the perceived value of the task
 Transcends self-interest for the sake of
the group goal
 Raises followers’ need level to selfactualization
HUMAN RELATIONS by
Dalton, Hoyle & Watts
Chapter 11
Slide
27
Dispositional Theories
 “Great Man theory”
 great leaders are
great people
 personal attributes
are all that is
important
 leadership is a
scarce resource
 does not specify
what characteristics
are
 “Trait Theories”
 what are the
characteristics that
make someone
great
 demographic
(height)
 ability (IQ; verbal
skills)
 personality (energy,
ambition)
Leadership Theories: An
Overview
 The Trait Perspective
 “Great Man” theories focused on identifying
innate (universal) individual qualities or
attributes of leaders that distinguish them from
nonleaders or noneffective leaders.
 The Behavior Perspective
 Theories examining the people- and task-
oriented behaviors and organizational roles that
make leaders most effective.
Copyright © 2005 SouthWestern. All rights reserved.
1–29
Leadership Theories
(cont’d)
 The Contingency Perspective
 The idea that effective leadership (as a style) in
a particular case depends on interactions
among the leader, followers, and the situation.
 The Power–Influence Perspective
 A sociological viewpoint of the leadership
process in terms of social relations involving
the interplay of power, constraints, conflict, and
cooperation.
Copyright © 2005 SouthWestern. All rights reserved.
1–30
Leadership Theories
(cont’d)
 The Gender–Influence Perspective
 Analyses that consider how the leadership styles of
female leaders differ for those of male leaders.
 The Integrative Perspective
 Studies of charismatic leaders that attempt to
combine trait, behavior, and contingency theories to
explain leader–follower relationships.
 The Exchange Perspective
 Theories that focus on leader–follower interactions—
their nature and effects on leaders, followers, and
the organization.
Copyright © 2005 SouthWestern. All rights reserved.
1–31
Transformational Leadership,
cont.
 Inspirational motivation
 Intellectual stimulation
 Individualized consideration
 Personality characteristics -- dynamism,
ethics, insight
The “BOX”
A metaphor about how I “respond” to
people as if they were objects
Obstacles
Vehicles
When Others
are
OBJECTS
Irrelevancies
Leadership
If you want to build a ship,
Don’t [just] drum up
people to collect wood and
don’t [just] assign them
tasks and work, but rather
TEACH THEM TO LONG FOR
THE SEA.”
--Antoine de Saint Expury
What is you sea?
We Have Done it Ourselves
Of the best rulers, The people only know that
they exist; the next best they love and praise
the next they fear; and the next they revile.
When they do not command the people's
faith, some will lose faith in them, and then
they resort to oaths! But of the best when
their task is accomplished, their work done,
the people all remark, We have done it
ourselves (Lao-Tzu).