Leadership & Motivation

1. Leadership & Motivation Leadership - to Inspire Effort

2. Planning Ahead • What is leadership? • How do leaders gain and use power? • What are the important leadership traits and behaviors? • What can be learned from contingency theories of leadership?

3. “Some are born great, some achieve greatness, and some have greatness thrust upon them.” • William Shakespeare

4. The Nature of Leadership • Leadership and Vision • Leadership • process of inspiring others to work hard to accomplish important tasks • Vision • someone who has a clear sense of the future Exercise – Donald Trump

5. The Nature of Leadership • Leadership and Power • Power • ability to get someone else to do what you want them to do

6. The Nature of Leadership • Sources of Position Power • Reward • influence through rewards • Coercive • influence through punishment • Legitimate • influence through authority

7. The Nature of Leadership • Sources of Personal Power • Expert • influence through special expertise • Referent • influence through identification

8. The Nature of Leadership • Turning Power Into Influence • position, power, and interpersonal skills • no substitute for expertise • likable personal qualities are very important • effort and hard work breed respect • personal behavior must support expressed values

9. The Nature of Leadership • Acceptance Theory of Power • the other person must • understand the directive • feel capable of carrying out the directive • feel the directive is in the organization’s best interests • believe the directive is consistent with personal values

10. The Nature of Leadership • Leadership and Empowerment • benefits • allows people to act independently • manager gains power • creates positive relationships • builds reference power

11. Leadership Traits and Behaviors • Search for Leadership Traits • drive • desire to lead • motivation • honesty and integrity • self-confidence • intelligence and knowledge • flexibility

12. Blake & Mouton’s Leadership Grid High 9 Country Club Manager People’s needs Relationships Team Manager Building commitments Concern for People Middle-of-the- Road Balance work and morale Authority-Obedience Efficiency of tasks and operations Impoverished Manager Minimum effort to get the job done Low 1 Low 1 High 9 Concern for production

13. Leadership Traits and Behaviors • Focus on Leadership Behaviors • Task and People Concerns • task concern • plans and defines work to be done • assigns task responsibilities • sets clear work standards • urges task completion • monitors results

14. Leadership Traits and Behaviors • Focus on Leadership Behaviors • Task and People Concerns • people concern • acts warm and supportive • develops social rapport with them • respects their feelings • sensitive to their needs • shows trust in them

15. Leadership Traits and Behaviors • Focus on Leadership Behaviors • Styles • abdicative or laissez-faire • directive or autocratic • supportive or human relations • participative or democratic Case Study - BCM

16. Contingency Approaches to Leadership • Fiedler’s Contingency Model • good leadership depends on a match between leadership and situational demands • least-preferred coworker scale (LPC) Calculate your LPC score

17. Contingency Approaches to Leadership • Fiedler’s Contingency Model • Diagnosing situational control • leader-member relations (good or poor) • degree of task structure (high or low) • amount of position (strong or weak) • Matching leadership style and situation • task oriented leader is most successful • very favorable (high control) • very unfavorable (low control) • relationship oriented leader is most successful • moderate control situation

18. Contingency Approaches to Leadership • Hersey-Blanchard Situational Leadership Model • Leaders adjust their styles depending on the readiness of their followers • Selling • Telling • Participating • Delegating

19. Leadership Implications High Participating Share Ideas Followers able & Unwilling, insecure Selling Explain decisions Followers unable & Willing, confident Relationship Behaviour Support required Delegating Turn over decisions Followers able & Willing, confident Telling Give instructions Followers unable & unwilling, insecure Low Low Task Behaviour High Guidance required

20. Contingency Approaches to Leadership • Matching Hersey-Blanchard Leadership Styles to Follower Readiness • Delegating = high readiness • Participating = moderate to high readiness • Selling = low to moderate readiness • Telling = low readiness

21. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Choosing the best decision-making method • authority • consultative • group

22. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Effective Leadership • know when each decision method is best • be able to implement well

23. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Use group-oriented decision-making when • leaders lack sufficient information • problem is unclear • acceptance of decision by others is important • adequate time is available

24. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Use authority-oriented decision-making when • leaders have expertise to solve problem • leader is confident and capable of acting alone • others are likely to accept the decision • little or no time available for discussion Case Study - Microsoft