management session 7 motivation & leadership moghimi
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WEEK 7:
MOTIVATION & LEADERSHIP
Source:Robbins,St.,Coulter,M. Management-11th ed.
Lecturer: Bahman MoghimiDoctor of Business AdministrationM.Sc. Of “Industrial Marketing & e-Commerce”
Session 7University of Georgia
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The Place of Leadership
Can Anyone Be a Leader? Some people don’t have what it takes to be a leader Some people are more motivated to lead than
others Is Leadership Always Necessary? Some people don’t need leaders Leaders need to be aware of followers’ needs
Early Leadership Theories Trait Theories (1920s–30s)
Research that focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful
Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence,
intelligence, job-relevant knowledge, and extraversion
Behavioral Theories
University of Iowa Studies (Kurt Lewin) Identified three leadership styles:
Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez-faire style: hands-off management
Research findings: mixed results No specific style was consistently better for producing better
performance Employees were more satisfied under a democratic leader
than an autocratic leader
Behavioral Theories (cont’d)
Ohio State Studies Identified two dimensions of leader behaviour
Initiating structure: the role of the leader in defining his or her role and the roles of group members
Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings
Research findings: mixed results High-high leaders generally, but not always, achieved high
group task performance and satisfaction Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness
University of Michigan Studies Identified two dimensions of leader behavior
Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment
Research findings: Leaders who are employee oriented are strongly associated
with high group productivity and high job satisfaction
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Behavioral Theories (cont’d)
Managerial Grid Appraises leadership styles using two dimensions:
Concern for people Concern for production
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Behavioral Theories (cont’d)
Exhibit 12.4 The Managerial Grid
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Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.
Contingency Theories of Leadership
The Fiedler Model Effective group performance depends upon the match
between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence
Assumptions: Different situations require different leadership styles Leaders do not readily change leadership styles
Matching the leader to the situation or changing the situation to make it favourable to the leader is required
The Fiedler Model (cont’d) Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of contrasting adjectives High score: a relationship-oriented leadership style Low score: a task-oriented leadership style
Situational factors in matching leader to the situation: Leader-member relations Task structure Position power
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Contingency Theories of Leadership (cont’d)
Exhibit 12.6 Findings of the Fiedler Model
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Poor
Good
Highly FavourableSituation Favourableness: Moderate Highly Unfavourable
IGood
High
Good
HighStrong Weak
Good
LowWeak
Poor
HighStrong
Poor
HighWeak
Poor
LowStrong
Poor
LowWeak
Good
LowStrong
II III IV V VI VII VIIICategoryLeader– Member
RelationsTask StructurePosition Power
RelationshipOriented
TaskOriented
Contingency Theories… (cont’d)
Hersey and Blanchard’s Situational Leadership Theory (SLT) Successful leadership is achieved by selecting a
leadership style that matches the level of the followers’ readiness Acceptance: do followers accept or reject a leader? Readiness: do followers have the ability and
willingness to accomplish a specific task? Leaders must give up control as followers
become more competent
Contingency Theories… (cont’d)
Hersey and Blanchard’s Situational Leadership Theory (SLT) (cont’d) Creates four specific leadership styles incorporating
Fiedler’s two leadership dimensions: Telling: high task–low relationship leadership Selling: high task–high relationship leadership Participating: low task–high relationship leadership Delegating: low task–low relationship leadership
Hersey and Blanchard’s Situational Leadership Theory (SLT) (cont’d) Identifies four stages of follower readiness:
R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing
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Contingency Theories… (cont’d)
Exhibit 12.7 Hersey and Blanchard’s Situational Leadership Model
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Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.
S3 S2S4 S1
STYLE OF LEADER
Task Behaviour
High
Low High
High relationshipand low task
High task andhigh relationship
Low relationshipand low task
Moderate
Follower Readiness
LowHigh
Ableand
willing
Ableand
unwilling
Unableand
willing
Unableand
unwilling
R4 R3 R2 R1
High task andlow relationship
Leader Participation Model (Vroom and Yetton)
Leader behavior must be adjusted to reflect the task structure
Suggests appropriate participation level in decision making
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Contingency Theories… (cont’d)
Leader Participation Model Contingencies: Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
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Contingency Theories… (cont’d)
Leadership Styles: Vroom Leader Participation Model
Decide
Consult Individually
Consult Group
Facilitate
Delegate
Exhibit 12.8 Time-Driven Model
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Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 87.
Decide
Delegate
Consult (Group)
PROBLEM
STATEMENT
Facilitate
Consult (Individually)
Facilitate
Consult (Group)
Decide
Facilitate
Consult (Individually)
Decide
Delegate
Facilitate
Decide
H
L
H
H
L
L
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H
H – – – –
L
H
HH
L
–
–
–
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L
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–
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L
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H
HH
H
L
H
L
H
L
H
L
H
L
H
– –
– – –
– – –
L
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– –
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L
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L –
Path-Goal Model Leader’s job is to assist his or her followers in achieving
organizational goals Leader’s style depends on the situation:
Directive Supportive Participative Achievement-oriented
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Contingency Theories… (cont’d)
Exhibit 12.9 Path-Goal Theory
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EnvironmentalContingency Factors
• Task Structure• Formal Authority System• Work Group
SubordinateContingency Factors
• Locus of Control• Experience• Perceived Ability
Leader Behaviour
• Directive• Supportive• Participative• Achievement Oriented
Outcomes
• Performance• Satisfaction
Cutting-Edge Approaches to Leadership
Transactional Leadership Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task requirements
Transformational Leadership Leaders who inspire followers to go beyond their own
self-interests for the good of the organization Leaders who have a profound and extraordinary effect
on their followers
Charismatic Leadership An enthusiastic, self-confident leader whose personality
and actions influence people to behave in certain ways Characteristics of charismatic leaders:
Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs Exhibit behaviours that are out of the ordinary
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Cutting-Edge Approaches to Leadership (cont’d)
Charismatic Leadership (cont’d) Effects of Charismatic Leadership
Increased motivation, greater satisfaction More profitable companies Charismatic leadership may have a downside:
After recent ethics scandals, some agreement that CEOs with less vision, and more ethical and corporate responsibility, might be more desirable
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Cutting-Edge Approaches to Leadership (cont’d)
Visionary Leadership A leader who creates and articulates a realistic, credible,
and attractive vision of the future that improves upon the present situation
Visionary leaders have the ability to: Explain the vision to others Express the vision not just verbally but through behaviour Extend or apply the vision to different leadership contexts
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Cutting-Edge Approaches to Leadership (cont’d)
Team Leadership Characteristics Having patience to share information Being able to trust others and to give up authority Understanding when to intervene
Team Leader’s Job Managing the team’s external boundary Facilitating the team process
Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communicating
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Cutting-Edge Approaches to Leadership (cont’d)
Exhibit 12.10 Specific Team Leadership Roles
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Team LeaderRoles
Liaison withExternal
ConstituenciesCoach
ConflictManager Troubleshooter
Current Leadership Issues Managing Power
Legitimate power The power a leader has
as a result of his or her position
Coercive power The power a leader has
to punish or control Reward power
The power to give positive benefits or rewards
Expert power The influence a leader
can exert as a result of his or her expertise, skills, or knowledge
Referent power The power of a leader
that arises because of a person’s desirable resources or admired personal traits
Developing Trust
Credibility (of a Leader) The assessment, by a leader’s followers, of the leader’s
honesty, competence, and ability to inspire Trust
The belief of followers and others in the integrity, character, and ability of a leader Dimensions of trust: integrity, competence, consistency,
loyalty, and openness Trust is related to increases in job performance,
organizational citizenship behaviours, job satisfaction, and organization commitment
Tips for Managers: Suggestions for Building Trust
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Practice opennessBe fair
Speak your feelingsTell the truth
Show consistencyFulfill your promisesMaintain confidences
Demonstrate competence
Providing Moral Leadership
Address both the moral content of a leader’s goals and the means used to achieve those goals
Ethical leadership is more than being ethical Includes reinforcing ethics through organizational
mechanisms
Providing On-line Leadership
Challenges of On-line Leadership Communication
Choosing the right words, structure, tone, and style for digital communications
Performance management Defining, facilitating, and encouraging performance
Trust Creating a culture where trust is expected, encouraged, and
required
Empowering Employees
Empowerment Involves increasing the decision-making discretion of
workers Why empower employees?
Quicker responses to problems and faster decisions Relieves managers to work on other problems
Empowerment: Cautions
The following conditions should be met for empowerment to be introduced:
Clear definition of company’s values and mission Employees have relevant skills Employees need to be supported, not criticized, when
performing Employees need to be recognized for their efforts
Exhibit 12.11 Selected Cross-Cultural Leadership Findings
Korean leaders are expected to be paternalistic toward employees. Arab leaders who show kindness or generosity without being asked
to do so are seen by other Arabs as weak. Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, those individuals.
Malaysian leaders are expected to show compassion while using more of an autocratic than a participative style.
Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation
Cross-Cultural Leadership
Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness
Gender Differences and Leadership
Research Findings Males and females use different styles:
Women tend to adopt a more democratic or participative style unless in a male-dominated job
Women tend to use transformational leadership
Men tend to use transactional leadership
Exhibit 12.12 Where Female Managers Do Better: A Scorecard
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Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.
None of the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.
Skill (Each check mark denotes which groupscored higher on the respective studies)
* In one study, women’s and men’s scores in these categories were statistically even.
MEN WOMEN
Motivating OthersFostering CommunicationProducing High-Quality WorkStrategic PlanningListening to OthersAnalyzing Issues
*
*
*
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., Advanced Teamware Inc.
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