leadership has many faces ce text pp. 474-487; 494-498 + case
TRANSCRIPT
LeadershipHas Many
Faces
CE Text pp. 474-487; 494-498 + Case
© 2008 Prentice Hall, Inc. All rights reserved.
11–2
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.
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
Trait Theory►Born to lead?►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.
© 2008 Prentice Hall, Inc. All rights reserved.
11–10
EXHIBIT 11–2Continuum of Leader Behavior
Source: Adapted and reprinted by permission of the Harvard Business Review. An exhibit from “How to Choose a Leadership Pattern” by R. Tannenbaum and W. Schmidt, May–June 1973. Copyright © 1973 by the President and Fellows of Harvard College; all rights reserved.
DemocraticParticipativ
eConsultativ
e
Core Dimensions of Leadership
Ohio State Study p.480►TaskConcern for Production
►RelationshipConcern for People
© 2008 Prentice Hall, Inc. All rights reserved.
11–12
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—leader member relations, task structure, and position power—that could be manipulated match an inflexible (fixed) leadership style.
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.
© 2008 Prentice Hall, Inc. All rights reserved.
11–14
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.
Vroom-Jago leader-participation model. Decision Process/Participation
© 2008 Prentice Hall, Inc. All rights reserved.
11–16
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.
11–17
Situational Leadership Theory (SLT) Leaders should adjust their leadership
styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers.
►Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader.
►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.
11–18
EXHIBIT 11–7Hersey and Blanchard’s Situational Leadership® Model
Willing = Motivated
Situational leadershipA different perspective
KSA All Very High
KSA Mixed High
KSA Mixed Low
KSA All Very Low
S-4 Delegat
eS-3 Participat
eS-2
ShowSell
S-1 TellDirect
Prog
ress
ion
of E
mpl
oyee
TRUST
►Trust = C + R + T
►Credibility + Reliability + Transparency
Deterrence-Based
Consequences, Fear, Reprisal
New Term
Identification-Based
Mutual understandingUnquestioned loyalty
Long-Term
Knowledge-Based
Predictability, Experience
Intermediate Term
© 2008 Prentice Hall, Inc. All rights reserved.
11–21
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).
Leadership Styles-ApproachMotivational 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 - set attainable goals and standards for yourself
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