Leadership: Where We’ve Been, Where We Are, and Where We’re Going

1. Leadership:Where We’ve Been, Where We Are, and Where We’re Going Summer Business Institute Villanova School of Business

2. Overview • Definition of leadership • Brief history of the study of leadership • Trait approach • Behavioral approach • Leadership style approach • A useful style paradigm • Other leadership issues • The future of leadership

3. Definition of Leadership • Roots of word “lead” • Ancient Norse term “laed” • To determine the course of a ship • Very generally, leadership can be viewed as a social influence process • The “holy grail” of leadership research: • What makes a leader effective?

4. Brief History: Trait Approach • Emphasis on personal attributes of leaders • Stable individual dispositions • Could include personality, temperament, needs, motives, and values • Examples: self-confidence, emotional stability, stress tolerance, energy level, integrity, need for power • Hundreds of traits studies conducted in 1930s and 1940s– no conclusive findings! • Issues: lack of theory and overly simplistic approach • Other issues?

5. Brief History: Behavioral Approach • Breakthrough: 1950s and 1960s at The Ohio State University and University of Michigan • Lists of behaviors created • Statistical analysis: two broad categories of behaviors • Consideration/relations-oriented behavior (concern for people) • Initiating structure/task-oriented behavior (concern for task)

6. Brief History: Style Approach • An immediate outgrowth of the behavioral and contingency approaches to leadership • Autocratic – emphasize task over people • Laissez-faire – little concern for the task • Democratic – committed to task and people

7. Manz and Sims • Directive-- autocratic, dictatorial, fear and intimidation frequently used, top-down communication, etc. Can be useful in situations of high-stress, where quick decisions are necessary (e.g., military, some sports teams, etc.). Examples: Mr. Slate (the boss from The Flintstones), Saddam Hussein, John Wayne characters. • Transactional-- relationships between leaders and followers are exchange-oriented. Leaders reward followers when they do well (either verbally or with actual rewards like performance bonuses), and punish employees when they don't. Can be useful in organizations (e.g., sales commissions for employees). Example: parents giving allowances to their kids for performing chores. • Transformational--charismatic, value-based leadership. A set of core values is the cornerstone; the leader also puts forth an envisioned future that gets everyone very emotionally invested in the vision. Can be really useful when change is necessary. Examples: Martin Luther King, Ghandi. Issue: The Dark Side-- followers get too wrapped up emotionally in this, may become less able to think for themselves. Hitler is another example of a classic transformational leader. • Empowering--leader's focus is on developing followers to be able to lead themselves. So, ultimately, the leader can leave the situation and followers are well-prepared to take over. Example: Herb Kelleher of Southwest Airlines. Into power-sharing and distribution of responsibility and authority. Also into autonomy and allowing employees to make own decisions. Can be really useful in all kinds of situations-- encourages innovation, prepares individuals for life. Also a really good parenting style!

8. Other Considerations in the Leadership Literature • Emotional intelligence – more important at higher levels; self-awareness; self-regulation; motivation; empathy; social skill • Gender and leadership: women tend to be more participative, motivational, better communicators, listeners, respectful, care for others, share info • Change leadership – taking leadership responsibility for changing the existing pattern of behavior of another person or social system; willingness to take risks; seizes opportunity; expects surprise; makes things happen; promotes and actively supports creativity and innovation • Change strategies • force-coercion – uses rewards and punishments as the primary inducements to change • Rational persuasion – bring about change through persuasion backed by special knowledge, data, and rational argument • Shared power – engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge – most time consuming but more often results in longer lasting commitments to the change

9. The Future of Leadership: YOU! • To be an effective leader: • Know yourself—your world view, your assumptions, your choices and options • Stay in touch with reality; try to be objective • Set attainable goals and standards for yourself; know who you are and what you are about • Other ideas?

10. Learning Points • Know background on why leadership is studied, evolution of leadership research • Know about other issues in leadership research • Think about what kind of leader YOU aspire to be!

11. Leaders are best When people barely know they exist, Not so good when people obey and acclaim them, Worse when they are despised. But of good leaders, who talk little, When their work is done, their aim fulfilled, The people will say: We did it ourselves. --Lao Tzu