Enabling Others to Enabling Others to ActAct

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Introductory thoughtsIntroductory thoughts

►Leader – Follower is a relationshipLeader – Follower is a relationship►This principle focuses on the followerThis principle focuses on the follower

►““Foster collaboration by promoting Foster collaboration by promoting cooperative goals and building trust”cooperative goals and building trust”

►““Seeing the magnificence in all people Seeing the magnificence in all people – dedicated to their fullest success”– dedicated to their fullest success”

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ThemesThemes

► CollaborationCollaboration► TrustTrust► ConnectingConnecting► EmpoweringEmpowering► Environment for successEnvironment for success► CoachingCoaching► InformationInformation► AccountabilityAccountability► DelegatingDelegating► Power Power ► InfluenceInfluence

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Devotion - DanielDevotion - Daniel

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Summary of Leadership Summary of Leadership TheoryTheory

►Trait TheoryTrait Theory►Situational TheorySituational Theory►Charismatic TheoryCharismatic Theory►Transformational LeadershipTransformational Leadership

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Trait TheoryTrait Theory

►Personal characteristics of a leaderPersonal characteristics of a leader►Bass (1990) – prior to WW IIBass (1990) – prior to WW II

Capacity (e.g. intelligence)Capacity (e.g. intelligence) Achievement (e.g. Scholarship)Achievement (e.g. Scholarship) Responsibility (e.g. Self-confidence)Responsibility (e.g. Self-confidence) Participation (e.g. socialbility)Participation (e.g. socialbility) Status (e.g. economics)Status (e.g. economics) Situation (e.g. skills)Situation (e.g. skills)

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Trait TheoryTrait Theory

►Post WW II (Stogdill, 1970)Post WW II (Stogdill, 1970) Skill (e.g. Intellectual)Skill (e.g. Intellectual) Relational behaviors (e.g. nurturing)Relational behaviors (e.g. nurturing) Personal (e.g. able to communicate)Personal (e.g. able to communicate)

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Power and influence TheoriesPower and influence Theories

►Power is the capacity to take action or Power is the capacity to take action or force a desired outcome or behavior in force a desired outcome or behavior in others (Janda, 1960)others (Janda, 1960)

► Influence is the subordinate’s Influence is the subordinate’s perception of a leader’s power to take perception of a leader’s power to take action (Ziller, 1955) action (Ziller, 1955)

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Five types of Power (French & Five types of Power (French & Raven)Raven)

►Personal powerPersonal power PersonalPersonal PositionalPositional

►Positional powerPositional power RewardReward CoerciveCoercive LegitimateLegitimate

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Behavioral TheoriesBehavioral Theories

►Style approach of leadersStyle approach of leaders►Behavior and relationshipsBehavior and relationships►McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y

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Situational TheoriesSituational Theories

►Leaders behave differently according Leaders behave differently according to contextto context

►Contingency Model (Fiedler, 1967)Contingency Model (Fiedler, 1967)►Situational Model (Hersey&Blanchard, Situational Model (Hersey&Blanchard,

1969)1969)

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Situational TheorySituational Theory

►Golemans model (2002)Golemans model (2002) Coaching leadersCoaching leaders Pacesetting leadersPacesetting leaders Democratic leadersDemocratic leaders Affiliative leadersAffiliative leaders Authoritative leadersAuthoritative leaders Coercive leadersCoercive leaders

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Situational TheorySituational Theory

►Hersey & Blanchard (1969)Hersey & Blanchard (1969)

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Situational Approach DescriptionSituational Approach Description“Leaders match their style to the “Leaders match their style to the competence and commitment of competence and commitment of

subordinates”subordinates”

► Developed by Developed by Hersey & Blanchard Hersey & Blanchard (1969); based on (1969); based on Reddins (1967) 3-D Reddins (1967) 3-D Management StyleManagement Style

► Leader-focused Leader-focused perspectiveperspective

► Used extensively in Used extensively in organizational organizational leadership training leadership training and developmentand development

► Comprised of:Comprised of: Directive dimensionDirective dimension Supportive Supportive

dimensiondimension► Each dimension must be Each dimension must be

applied appropriately in applied appropriately in a given situationa given situation

► Leaders evaluate Leaders evaluate employees to assess employees to assess their competence and their competence and commitment to perform commitment to perform a given taska given task

PerspectivPerspectivee

PerspectivPerspectivee

DefinitionDefinitionDefinitionDefinition

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Leadership StylesLeadership Styles

► The behavior pattern of The behavior pattern of an individual who an individual who attempts to influence attempts to influence others; includes:others; includes: Directive Directive (task)(task) behaviors behaviors Supportive Supportive

(relationship)(relationship) behaviors behaviors

► Directive behaviorsDirective behaviors - Help - Help group members in goal group members in goal achievement via achievement via one-way one-way communicationcommunication through: through: Giving directionsGiving directions Establishing goals & how to Establishing goals & how to

achieve themachieve them Methods of evaluation & time Methods of evaluation & time

lineslines Defining rolesDefining roles

► Supportive behaviorsSupportive behaviors - - Assist Assist group members via group members via two-way two-way communicationcommunication in feeling in feeling comfortable with themselves, comfortable with themselves, co-workers, and situationco-workers, and situation

DefinitionDefinitionDefinitionDefinition Dimension Dimension DefinitionsDefinitionsDimension Dimension DefinitionsDefinitions

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The Four Leadership StylesThe Four Leadership StylesHighHigh

Developmental Level of FollowersDevelopmental Level of Followers

DelegatingDelegating

LowLow SupportiveSupportiveLow DirectiveLow Directive

S 4S 4

SupportingSupporting

High SupportiveHigh SupportiveLow DirectiveLow Directive

S 3S 3CoachingCoaching

High DirectiveHigh DirectiveHigh SupportiveHigh Supportive

S 2S 2

DirectingDirecting

High DirectiveHigh DirectiveLow SupportiveLow Supportive

S 1S 1

LowLow HighHigh

Su

pp

orti

ve B

ehav

ior

Su

pp

orti

ve B

ehav

ior

DirectiveDirective BehaviorBehavior

D4D4 D3D3 D2D2 D1D1

DevelopedDeveloped DevelopingDeveloping

HighHigh ModerateModerate LowLow

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S1 - Directing StyleS1 - Directing Style

► Leader focuses Leader focuses communication on goal communication on goal achievementachievement

► Spends Spends LESSLESS time using time using supportive behaviorssupportive behaviors

DirectingDirecting

HighHigh DirectiveDirectiveLow SupportiveLow Supportive

S 1S 1

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S2 - Coaching StyleS2 - Coaching Style

► Leader focuses Leader focuses communication on communication on BOTHBOTH goal achievement and goal achievement and supporting subordinates’ supporting subordinates’ socioemotional needssocioemotional needs

► Requires leader Requires leader involvement through involvement through encouragement and encouragement and soliciting subordinate soliciting subordinate inputinput

CoachingCoaching

High DirectiveHigh DirectiveHigh SupportiveHigh Supportive

S 2S 2

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S3 - Supporting StyleS3 - Supporting Style

► Leader does Leader does NOTNOT focus focus solely on goals; rather solely on goals; rather the leader uses the leader uses supportive behaviors to supportive behaviors to bring out employee skills bring out employee skills in accomplishing the in accomplishing the tasktask

► Leader delegates day-to-Leader delegates day-to-day decision-making day decision-making control, but is available control, but is available to facilitate problem to facilitate problem solvingsolving

SupportingSupporting

High SupportiveHigh SupportiveLow DirectiveLow Directive

S 3S 3

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S4 - Delegating StyleS4 - Delegating Style

► Leader offers Leader offers LESSLESS task task input and social support; input and social support; facilitates subordinates’ facilitates subordinates’ confidence and motivation confidence and motivation in relation to the taskin relation to the task

► Leader lessens involvement Leader lessens involvement in planning, control of in planning, control of details, and goal details, and goal clarificationclarification

► Gives subordinates control Gives subordinates control and refrains from and refrains from intervention and unneeded intervention and unneeded social supportsocial support

DelegatingDelegating

LowLow SupportiveSupportiveLow DirectiveLow Directive

S 4S 4

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Development LevelsDevelopment Levels

► The degree to which The degree to which subordinates have subordinates have the the competencecompetence and and commitmentcommitment necessary to necessary to accomplish a given accomplish a given task or activitytask or activity

DefinitionDefinitionDefinitionDefinition Dimension Dimension DefinitionsDefinitionsDimension Dimension DefinitionsDefinitions

D1D1 LowLow CompetenceCompetenceHighHigh Commitment Commitment

D2D2 SomeSome Competence CompetenceLowLow Commitment Commitment

D3D3 Mod-HighMod-High Competence CompetenceLowLow Commitment Commitment

D4D4 HighHigh Competence CompetenceHighHigh Commitment Commitment

D4D4 D3D3 D2D2 D1D1

DevelopedDeveloped DevelopingDeveloping

HighHigh ModerateModerate LowLow

Developmental Level Of FollowersDevelopmental Level Of Followers

How Does the How Does the Situational Situational

Approach Work?Approach Work?

► Focus of Situational ApproachFocus of Situational Approach► StrengthsStrengths► CriticismsCriticisms► ApplicationApplication

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Situational ApproachSituational Approach

► Centered on the idea subordinates Centered on the idea subordinates vacillatevacillate along the developmental along the developmental continuum of competence and continuum of competence and commitmentcommitment

► Leader effectiveness depends on Leader effectiveness depends on assessingassessing subordinate’s subordinate’s developmental position and developmental position and adaptingadapting his/her leadership style to his/her leadership style to match match subordinate developmental subordinate developmental levellevel

FocusFocusFocusFocus

““The Situational The Situational approach approach requires requires

leaders to leaders to demonstrate a demonstrate a strong degree strong degree of of flexibility.flexibility.””

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StrengthsStrengths► Marketplace approvalMarketplace approval. Situational leadership is perceived as providing a . Situational leadership is perceived as providing a

credible model for training employees to become effective leaders.credible model for training employees to become effective leaders.► PracticalityPracticality. Situational leadership is a straightforward approach that is . Situational leadership is a straightforward approach that is

easily understood and applied in a variety of settings.easily understood and applied in a variety of settings.► Prescriptive valuePrescriptive value. Situational leadership clearly outlines what you . Situational leadership clearly outlines what you

should and should not do in various settings.should and should not do in various settings.► Leader flexibilityLeader flexibility. Situational leadership stresses that effective leaders . Situational leadership stresses that effective leaders

are those who can change their style based on task requirements and are those who can change their style based on task requirements and subordinate needs.subordinate needs.

► Differential treatmentDifferential treatment. Situational leadership is based on the premise . Situational leadership is based on the premise that leaders need to treat each subordinate according to his/her unique that leaders need to treat each subordinate according to his/her unique needs.needs.

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CriticismsCriticisms► Lack of an Lack of an empirical foundationempirical foundation raises theoretical considerations regarding the raises theoretical considerations regarding the

validityvalidity of the approachof the approach

► Further research is required to determine how Further research is required to determine how commitmentcommitment and and competence competence are are conceptualized for each developmental levelconceptualized for each developmental level

► ConceptualizationConceptualization of commitment itself is very of commitment itself is very unclearunclear

► Replication studies Replication studies fail fail to support basic to support basic prescriptionsprescriptions of situational leadership model of situational leadership model

► Does Does not not account for how particular demographics account for how particular demographics influenceinfluence the leader-subordinate the leader-subordinate prescriptions of the modelprescriptions of the model

► Fails toFails to adequatelyadequately address the issue of one-to-one address the issue of one-to-one versus versus group leadership in an group leadership in an organizational settingorganizational setting

► Questionnaires are biased in Questionnaires are biased in favorfavor of situational leadershipof situational leadership

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ApplicationApplication

►Often used in consulting Often used in consulting because it’s easy to because it’s easy to conceptualize and applyconceptualize and apply

► Straightforward nature makes Straightforward nature makes it practical for managers to it practical for managers to applyapply

► Breadth of situational approach Breadth of situational approach facilitates its applicability in facilitates its applicability in virtually all organizationsvirtually all organizations

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Leader-Member ExchangeLeader-Member ExchangeTheory(LMX)Theory(LMX)

►““Special Relationships”Special Relationships”►Not everyone is treated the sameNot everyone is treated the same►Relationships change over timeRelationships change over time

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LMX TheoryLMX Theory

Leader-memberExchange

Relationships

Perceptions ofFollowers

•Compatibility•Competence•Personality

“-” “+”

FollowersOver timeDefined into“in-group”

FollowersOver timeDefined into“out-group”

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Questions for discussionQuestions for discussion

►Do the leadership style and follower Do the leadership style and follower maturity/readiness match-ups in the maturity/readiness match-ups in the situational model make sense based situational model make sense based on your personal experiences?on your personal experiences?

► If you are in the “out-group” with a If you are in the “out-group” with a leader, what could you do to move into leader, what could you do to move into the “in-group”?the “in-group”?

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Charismatic Leader TheoryCharismatic Leader Theory► Charismatic leadership is leadership based on the leader's Charismatic leadership is leadership based on the leader's

ability to communicate and behave in ways that reach ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and followers on a basic, emotional way, to inspire and motivate. We often speak of some sports and political motivate. We often speak of some sports and political leaders as charismatic (or not) -- an example being John F. leaders as charismatic (or not) -- an example being John F. Kennedy.Kennedy.

► It's difficult to identify the characteristics that make a It's difficult to identify the characteristics that make a leader "charismatic", but they certainly include the ability leader "charismatic", but they certainly include the ability to communicate on a very powerful emotional level, and to communicate on a very powerful emotional level, and probably include some personality traits.probably include some personality traits.

► Developing "charisma" is difficult, if not impossible for Developing "charisma" is difficult, if not impossible for many people, but luckily charismatic leadership is not many people, but luckily charismatic leadership is not essential to be an effective leader. Many other essential to be an effective leader. Many other characteristics are involved in leading effectively, and characteristics are involved in leading effectively, and there is significant evidence to indicate that it simply is there is significant evidence to indicate that it simply is not necessary to have this elusive charisma to lead others not necessary to have this elusive charisma to lead others well.well.

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Charismatic Leader TheoryCharismatic Leader Theory

► Relying on charisma to lead also can be Relying on charisma to lead also can be problematic. For example, there have been many problematic. For example, there have been many charismatic leaders who lack other leadership charismatic leaders who lack other leadership characteristics and skills (e.g. integrity) and lead characteristics and skills (e.g. integrity) and lead their followers into situations that turn out horribly their followers into situations that turn out horribly -- think political leaders such as Stalin, Hitler, and -- think political leaders such as Stalin, Hitler, and even business leaders (Enron).even business leaders (Enron).

► Finally, in organizations lead by charismatic Finally, in organizations lead by charismatic leaders, there is a major problem regarding leaders, there is a major problem regarding succession. What happens when a leader who relies succession. What happens when a leader who relies on charisma leaves? Often the organization on charisma leaves? Often the organization founders because the ability to lead rested with one founders because the ability to lead rested with one person's charisma.person's charisma.

Module V

Transformational LeadersTransformational Leaders

► Transformational Leadership - More of a Transformational Leadership - More of a Partner ApproachPartner Approach

► If If transactional leadershiptransactional leadership involves the use of involves the use of leadership power over rewards and punishments to leadership power over rewards and punishments to "lead", transformational leadership can be "lead", transformational leadership can be characterized as a process where leader and characterized as a process where leader and followers work together, in a way that changes, or followers work together, in a way that changes, or transforms the organization, the transforms the organization, the employees/followers and the leader.employees/followers and the leader.

► It recognizes that real leadership involves It recognizes that real leadership involves transformation and learning on the part of follow transformation and learning on the part of follow AND leader. As such it is more of a partnership, AND leader. As such it is more of a partnership, even though there are power imbalances involved.even though there are power imbalances involved.

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Trust and LeadersTrust and Leaders

►http://www.olin.wustl.edu/faculty/dirks/http://www.olin.wustl.edu/faculty/dirks/trust%20in%20leader%20chapter.pdftrust%20in%20leader%20chapter.pdf

►Positive interdependencePositive interdependence►Mutual respect and fairnessMutual respect and fairness►Facilitating others to sources of powerFacilitating others to sources of power►Sharing of information and resourcesSharing of information and resources►Create an environment for informal Create an environment for informal

opportunities and interactionsopportunities and interactions

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““The Last Castle”The Last Castle”

►What are the traits of prisoner Irwin?What are the traits of prisoner Irwin?► Relationships:Relationships:

Irwin and YatesIrwin and Yates Irwin and AguilarIrwin and Aguilar Irwin and the sergeant majorIrwin and the sergeant major How is situational leadership shown in these How is situational leadership shown in these

relationships?relationships?► Contrast the leadership styles of Winter and Contrast the leadership styles of Winter and

Irwin (formal/informal, Irwin (formal/informal, transactional/transformational etc.)transactional/transformational etc.)

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Transformational LeadersTransformational Leaders

►While transactional leadership involves While transactional leadership involves telling, commanding, or ordering (and telling, commanding, or ordering (and using contingent rewards) using contingent rewards) transformational leadership is based transformational leadership is based on inspiring, getting followers to buy-in on inspiring, getting followers to buy-in voluntarily, creating common vision.voluntarily, creating common vision.

►Transformational leadership is what Transformational leadership is what most of us refer to when we talk about most of us refer to when we talk about great leaders in our lives and in great leaders in our lives and in societysociety