Chapter 13

1. Chapter 13 Leadership Take me to your leader!

2. Chapter Takeaways • Evolution of Leadership (theory) • Traits, Behaviors, Situation, • Transactional / Transformational • Culture / Gender • Leadership can be Learned • What are you doing to develop your skills?

3. Individual task • Pick a leader that you admire • List a few points why you think they are a good leader.

4. Group task • Work in a small group of 4 / 5 • Share lists • Come up with a list of commonalities and / or points about what makes a good leader

5. Leadership - defined • The art of mobilizing others to want to struggle for shared aspiration. • Jim Kouzes and Barry Posner – The Leadership Challenge • What does this definition mean to you?

6. Managership Engages in day-to-day caretaker activities: Maintains and allocates resources Exhibits supervisory behaviour: Acts to make others maintain standard job behaviour Administers subsystems within organizations Asks how and when to engage in standard practice Acts within established culture of the organization Uses transactional influence: Induces compliance in manifest behaviour using rewards, sanctions, and formal authority Relies on control strategies to get things done by subordinates Status quo supporter and stabilizer Leadership Formulates long-term objectives for reforming the system: Plans strategy and tactics Exhibits leading behaviour: Acts to bring about change in others congruent with long-term objectives Innovates for the entire organization Asks what and why to change standard practice Creates vision and meaning for the organization Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise Uses empowering strategies to make followers internalize values Status quo challenger and change creator Distinguishing Leadership From Managership

7. Managers do things right Efficiency Leaders do the right things Effectiveness Another view This shows efficiency but not effectiveness

8. Case: • When Marcel took over as leader of a new product development team he was both excited and apprehensive. “Can I meet the challenges of leadership?” He shared his concerns with you. Drawing on the insights from this chapter come up with a focused plan on what Marcel might do for his personal leadership development?

9. Answer Format: • Summary • One sentence • Useful Theories • Three Options • Best and Why • Action Plan

10. Leadership • Three general questions • Are there a particular set of traits that all leaders have, making them different from non-leaders? • Are there particular behaviours that make for better leaders? • How much impact does the situation have on leaders?

11. Trait Theories • Trait: characteristics of the person • Physical Characteristics • Abilities • Personality Traits • Traits consistently associated with leadership • Ambition and energy • The desire to lead • Honesty and integrity • Self-confidence • Intelligence • Job-relevant knowledge Taller or Shorter Than average

12. Trait: Emotional Intelligence • EI is one of the best predictor of who will emerge as a leader. • IQ and technical skills are “threshold capabilities.” • They’re necessary but not sufficient requirements for leadership. • Leaders need: self-awareness, self-management, self-motivation, empathy, and social skills to become a star performer. • These are the components of EI.

13. Behavioural Theories of Leadership • Propose that specific behaviours differentiate leaders from non-leaders • Initiating Structure • e.g., task-orientation, production-orientation • Consideration • focus on employee needs and concerns • Examples • Ohio Studies, Michigan Studies,Managerial Grid

14. The Managerial Grid High 9 1,9 9,9 Country club management Team management Thoughtful attention to needs Work accomplishment is from 8 of people for satisfying relation- committed people who have a ships leads to a comfortable, "common stake" in organization's friendly organization atmos- purpose.This leads to relationships 7 phere and work tempo. of trust and respect. People 6 Concern for people 5 5,5 Middle-of-the-road management 4 Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale 3 of people at a satisfactory level. 1,1 9,1 Impoverished management Authority-obedience Exertion of minimum effort Efficiency in operations results to get required work done is from arranging conditions of 2 appropriate to sustain work in such a way that human organization membership. elements interfere to a minimum degree. 1 Low 1 2 3 4 5 6 7 8 9 High Low Production Concern for production

15. Contingency (or Situational) Leadership Theories • Stress the importance of considering the context when examining leadership • Fiedler Contingency Model • Hersey and Blanchard’s Situational Theory • Path-Goal Theory • Substitutes for Leadership

16. Leadership depends upon … Or is “contingent” upon … Follower’s needs Leader’s action Situation demands Opportunity for leadership

17. Fiedler Contingency Model • Effective group performance depends upon: the proper match between the leader’s style and the degree to which the situation gives control to the leader

18. Fiedler Contingency Model • Fiedler’s contingency situations • Leader member relations • Degree of confidence, trust and respect members have for leader • Task structure • Degree to which jobs are structured • Position power • Degree to which leader has control over “power”: hiring, firing, discipline, promotions, salary • Fiedler assumed that an individual’s leadership style is fixed.

19. House’s Path-Goal Guidelines for Effective Leadership • Be clear with expectations • Let individuals know what they need to do to receive rewards (the path to the goal) • Remove barriers that prevent high performance • Express confidence that individuals have the ability to perform well • Reward individuals with their desired outcomes when they perform well

20. Path-Goal Leadership Styles • Directive • Informs subordinates of expectations, gives guidance, shows how to do tasks • Supportive • Friendly and approachable, shows concern for status, well-being and needs of subordinates

21. Path-Goal Leadership Styles • Participative • Consults with subordinates, solicits suggestions, takes suggestions into consideration • Achievement oriented • Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees

22. CONTINGENCY FACTORS Environmental • Task Structure • Formal Authority System • Work Group Outcomes Leader Behaviour • Performance • Directive • Satisfaction • Achievement-oriented • Participative • Supportive Subordinate • Locus of control • Experience • Perceived ability Path-Goal Theory

23. Can You Be a Better Follower? • All organizations have far more followers than leaders, so ineffective followers may be more of a handicap to an organization than ineffective leaders. • What qualities do effective followers have? • They manage themselves well • They are committed to a purpose outside themselves • They build their competence and focus their efforts for maximum impact • They are courageous, honest, and credible Does this sound like you?

24. Transactional Leaders Contingent Reward • Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. • Management by Exception (active) • Watches and searches for deviations from rules and standards, takes corrective action. • Management by Exception (passive): • Intervenes only if standards are not met. • Laissez-Faire Leader: • Abdicates responsibilities, avoids making decisions.

25. Transformational leaders • Charisma • Provides vision and sense of mission, instills pride, gains respect and trust. • Inspiration • Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. • Intellectual Stimulation • Promotes intelligence, rationality, and careful problem-solving. • Individualized Consideration • Gives personal attention, treats each employee individually, coaches, advises.

26. Personal Characteristics of Charismatic Leaders • Visionary • Communicator • Risk taker • Environmental Aware • Sensitive • Unconventional

27. Critical Thinking What kind of activities could a full-time college or university student pursue that might lead to the perception that he or she is a transformational leader? In pursuing those activities, what might the student do to enhance this perception of being an effective leader?

28. Providing Team Leadership • Leading teams requires new skills • E.g., patience to share information, trust others, give up authority, and knowing when to intervene • Leading teams requires new roles • Liaisons with external constituencies • Troubleshooters • Conflict managers • Coaches • Team leaders need to focus on two priorities • Managing the team’s external boundary • Facilitating the team process.

29. Contemporary Issues in Leadership • Is there a Moral Dimension to Leadership? • Coaching? • Gender: Do Males and Females Lead Differently? • Cross-Cultural Leadership

30. The Moral Foundation of Leadership • Truth telling • Telling the truth as you see it, because it allows for a mutual, fair exchange to occur. • Promise keeping • Leaders need to be careful of the commitments they make, and then careful of keeping those promises. • Fairness • This ensures that followers get their fair share for their contributions to the organization. • Respect for the individual • Telling the truth, keeping promises, and being fair all show respect for the individual. Respect means treating people with dignity.

31. Games we play • List the games that you played as a youth – say from ages 8-10.

32. Men’s and Women’s Leadership Styles • In general, women use a democratic leadership style • Encourage participation • Share power and information • Attempt to enhance followers’ self-worth • Prefer to lead through inclusion • Men feel more comfortable with a directive command-and-control style • Rely on formal authority

33. Case: • When Marcel took over as leader of a new product development team he was both excited and apprehensive. “Can I meet the challenges of leadership?” He shared his concerns with you. Drawing on the insights from this chapter come up with a focused plan on what Marcel might do for his personal leadership development?

34. Summary and Implications • Leadership plays a central part in understanding group behaviour • The study of leadership has expanded to include visionary approaches to leadership • Male and female leadership styles tend to be more alike than different, although there are differences • Leadership is not value free