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