Leadership

Maggie KolkenaMGMT 550, Spring 2001

Agenda Why Does it Matter? Exemplars of Leadership Management vs. Leadership Overview of Key Concepts Situational Leadership Leadership Styles and Profiles

Leadership Matters Studies indicate that the strategy,

culture, and even structure of an organization can be significantly influenced by the personality of the top executive (Primer on Organizational Behavior, p.47)

Research indicates that the leader of a group accounts for 40-60% of the variance in the organization climate (Ekvall, 1997)

Leaders We’ve Known Reflect for a moment on leaders

you have known. Select one of the best. Consider: What made him or her so

memorable for you?

Management & Leadership: We Need Both

“Leadership and management are two distinctive and complementary systems of action.”

“The real challenge is to compare strong leadership and strong management and use each to balance the other.”

“Good management controls complexity; effective leadership produces useful change.”

— John P. Kotter

Overview of Leadership Theory

CONTEXT

What is Leadership?

RELATIONSHIPS OUTCOME

S

Types of Power Positional

Reward Coercive

Expert Referent

Leadership and Followership

“Managers are essentially powerless until their followers grant them authority to lead”

- Chester Barnard, 1938

Classic Profile: Low need for

affiliation Desires power Highly

independent

Today: ?

?

?

Schools of Thought Trait Approach

Behavioral / Functional Perspective

Situational / Contingency View

Trait TheoryFocus on the Leader Early approaches: The Great Person

Leaders are born Trait Theory and the “Magic” Leader

Certain traits do correlate—seem to aid development

Attributes x Results More recently--Character

Behavioral / Functional Theory

Focus on the Effects Member performance and

satisfaction Blake & Mouton’s Managerial Grid Argyris’s Immaturity-Maturity

Theory Likert’s Linking Pin

Situational / Contingency Theory

Focus on the Environment Fiedler’s Contingency Theory

Fit between the situation and the leader

Situational Leadership

Skill / Will Matrix

DIRECT

GUIDE

EXCITE

DELEGATE

Low Skill High Skill

High

Will

Low

Will

Source: Adapted by Keilty, Goldsmith & Co from Hersey and Blanchard

DIRECT First build the will

Provide clear briefing Identify motivations Develop a vision of future performance

Then build the skill Structure tasks for quick wins Coach and train

Sustain the will Provide frequent feedback Praise and nurture

Supervise closely w/tight control and clear rules & deadlines

GUIDE Invest time early on

Coach and train Answer questions/explain

Create a risk-free environment to allow early mistakes/learning

Relax control as progress is shown

EXCITE Identify reason for low will:

Task Management style Personal factors

Motivate Monitor, provide feedback

DELEGATE Provide freedom to do the job

Set objective, not method (What, not How) Praise, don’t ignore

Encourage to take responsibility Involve in decision making Use “Tell me what you think”

Take appropriate risks Give more stretching tasks Don’t overmanage

Current Issues in Leadership

Goleman’s Emotional Intelligence

Coercive Authoritative

Affiliative Democratic

Pacesetting

Coach

Objective: Immediate compliance

Mobilize others to follow a vision

Create harmony

Build commitment through participation

Perform task to a higher standard

Build strengths for the future

Effect on climate : Strongly negative

Most strongly positive

Highly positive

Highly positive

Highly negative

Highly positive

Eve-olution''Women get high ratings on exactly those skills

needed to succeed in the global Information Age, where teamwork and partnering are so important.'‘

- Rosabeth Moss Kanter

…the contemporary workplace increasingly needs more supportive, collaborative ways of relating, and women, largely because of their socialization, are better prepared to lead in such ways as facilitating group processes, motivating employees in positive ways and developing individuals' abilities.

-Lawrence A. Pfaff

Leadership and the New Science

Solutions, as quantum reality teaches: Are a temporary event Specific to a context Developed through the relationship of

persons and circumstances

Leadership Profiles

Andy Deeply Introverted ”I had to go into

management to have the kind of influence I wanted.”

Expertise power & “borrowed” positional power

Marge “Sure there are

challenges but there’s no reason we can’t meet them.”

Highly participative Clear vision Exercised positional and

expertise power