Leadership

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Leadership

• Day One

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Dr. Gary Yukl

• Ph.D., University of California at Berkeley, 1967
• Academic Subfields Leadership, Power and
  Influence, Groups, Motivation, Training and
  Development
• Research Interests Leadership, Power and
  Influence, Managerial Skills
• Applied Interests Management Training and
  Development, Management of Organization Change,
  Strategic Leadership, Attitude Surveys

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Nature of Managerial Leadership

• Yulk points out that, in the extreme, it is
  possible to think of a...
• leader who is not a manager, and
• manager who is not a leader.

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Nature of Managerial Leadership

• At the same time, Yukl emphasizes that a
  successful manager must necessarily lead others.
  In both your text and this course...
• the terms leaders and managers are used
  interchangeably

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Nature of Managerial Leadership

• According to Yukl leadership is the process of...
• influencing others to understand and agree about
  what needs to be done and how it can be done
  effectively, and
• facilitating individual and collective efforts to
  accomplish shared objectives.

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Nature of Managerial Leadership

• Among other things, the effectiveness of
  leaders, may be defined in terms of...
• the consequences of their actions for others,
• the attitudes of their subordinates,
• their impact on group processes (e.g.,
  decision-making, conflict resolution, etc.), and
• their impact on productivity.

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Nature of Managerial Leadership

• Team Activity
• Take not more than 30 minutes to decide what the
  best measure of a leaders effectiveness in the
  workplace is. The team reporter should take
  sufficient notes to explain to the class...
• what the teams decision is, and
• why the team chose that measure rather than
  others.

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Nature of Managerial Leadership

• In the workplace, managers are typically accorded
  more internal value to the organization than
  employees without formal management
  responsibilities.
• Why?

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Nature of Managerial Leadership

• Other things being equal, managers are more
  internally valuable than non managers because
  they...
• are accountable for accomplishing results through
  other people and, consequently,
• can accomplish more than any single person
  theyre responsible for.

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Nature of Managerial Leadership

• Staff managers in many organizations may...
• find it difficult to define the results for which
  they are accountable,
• mistakenly come to think of typical management
  processes such as hiring, performance appraisal,
  counseling, etc. as their primary duty, and
• forget that their value to the organization
  depends upon their ability to accomplish specific
  results through other people.

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Nature of Managerial Work

• According to Yukl, managerial work is typically
  characterized by...
• hectic and unrelenting activity,
• fragmented work that makes follow-through
  difficult,
• reactions to issues, information, events, etc.
  that are not planned,
• interaction with peers and outsiders that place a
  premium on networking,
• oral communications,
• disorderly and politically-oriented decisions,
  and
• informal and adaptive planning that emphasizes
  short-term (i.e., gt 30 days) issues.

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Nature of Managerial Work

• The managers ability to engage in these types of
  activities is constrained by situational
  determinants including the level of managerial
  decision-making, or whether it is..
• strategic,
• tactical, and/or
• operational.

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Nature of Managerial Work

• A second key situational determinant is span of
  control (i.e., number of subordinates).
• Is smaller always better?

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Nature of Managerial Work

• Other situational determinants mentioned by Yukl
  include the...
• degree of interdependence with other
  organizational units,
• crisis orientation of the decision-making,
• stage in the organizations life cycle (e.g.,
  start-up, growth, maturity revitalization/declin
  e)

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Nature of Managerial Work

• An additional situational constraint is the
  organizations work culture, or the way in which
  work actually gets done.
• Culture Cube
• 
  
• 
  H
  
• 
  Measurable Results
  
  H
• 
  L
  
  Accountability
• 
  
  
  L
• 
  L
  Teamwork Orientation H

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Nature of Managerial Work

• The current nature of managerial work is changing
  dramatically as a result of...
• cultural diversity ( and the diversity paradox)
• emphasis on flatter organizational structures,
• extensive outsourcing ( and the virtual
  organization), and
• technology and information management (and its
  impact on the employee-employer relationship).

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Nature of Managerial Work

• Regarding technology and information management,
  the substitution of machinery and/or computer
  hardware for human labor allows for both...
• continuous improvement, and
• mass customization.

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Nature of Managerial Work

• The continuous improvement process (e.g., Jack
  Welchs six sigma) aims toward zero variation in
  the quality of products/services. As a result,
  there is...
• an increasing emphasis on routinization,
  formality and other structural mechanics, and
• a race with no finish line.

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Nature of Managerial Work

• Mass customization allows a manufacturer (e.g.,
  Dell, Saturn) to customize their products for
  masses of customers, and is characterized by a
  strong need for...
• coordinated work processes (or job clusters), and
• work teams that can accommodate the entire
  production process.

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Leadership

• The ability to inspire confidence and support
  among the people who are needed to achieve
  organizational goals
• May be considered a long-term relationship, or
  partnership, between leaders and group members

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Partnership

• The power between leader and group members is
  approximately balanced
• Four things necessary in a partnership
• Exchange of purpose
• A right to say no
• Joint accountability
• Absolute honesty

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Leadership versus Management

• Leadership deals with
• Change
• Inspiration
• Motivation
• Influence

• Management deals with
• Planning
• Organizing
• Directing
• Controlling

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Leadership Matters

• The results of one study showed
• transactional leadership was not significantly
  related to performance
• charismatic leadership was slightly, positively
  related to performance
• in an uncertain environment, charismatic
  leadership was more strongly related to
  performance

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Attribution Theory

• The process of attributing causality to events
• To simplify and understand complex social systems
  of human interaction, people interpret events in
  human terms
• Most organizational successes are attributed to
  heroic leaders

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Leadership Does Not Matter

• Three major arguments against the importance of
  leadership include
• Substitutes for leadership
• Leader irrelevance
• Complexity theory

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Substitutes for Leadership
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Leader Irrelevance

• Situational factors, outside the leaders
  control, have the largest impact on outcomes
• High-level leaders have unilateral control over
  only a few resources, and the control over these
  resources is limited by obligations to
  stakeholders
• Firms choose new leaders whose values and
  behaviors are similar to previous leaders

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Complexity Theory

• Organizations are complex systems that cannot be
  explained by the usual rules of nature
• Leaders and managers can do little to alter the
  course of the complex organizational system
• A companys fate is determined by factors outside
  the leader/managers control

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Leadership Roles

• Figurehead
• Spokesperson
• Negotiator
• Coach and motivator
• Team builder

• Team player
• Technical problem solver
• Entrepreneur
• Strategic planner

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Sources of Leader Satisfaction

• A feeling of power and prestige
• A chance to help others grow and develop
• High income
• Respect and status
• Good opportunities for advancement
• A feeling of being in on things
• An opportunity to control resources

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Leader Frustrations

• Too much uncompensated overtime
• Too many headaches
• Not enough authority to carry out responsibility
• Loneliness
• Too many problems involving people
• Too much organizational politics

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A Framework forUnderstanding Leadership

• Leader characteristics and traits
• Leader behavior and style
• Group member characteristics
• Internal and external environment

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Summary

• Leading is a major part of a managers job
• Although some research supports the view that the
  leader affects organizational performance, the
  concepts of substitutes for leadership, leader
  irrelevance, and complexity theory suggest that
  leadership matters little

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Summary

• Leadership involves carrying out at least nine
  different roles
• There are many sources of both satisfaction and
  frustration to leaders
• Leadership is a function of leader
  characteristics and traits, leader behavior and
  style, group member characteristics, and the
  internal and external environments

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Universal Theory of Leadership

• The belief that certain personal characteristics
  and skills contribute to leadership effectiveness
  in many situations
• Three categories
• Personality traits
• Motives
• Cognitive factors

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Leader Personality Traits

• General Personality Traits
• Traits observable both within and outside the
  context of work
• Task-Related Personality Traits
• Traits closely associated with task accomplishment

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General Personality Traits of Effective Leaders
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Task-Related Personality Traits of Leaders
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Leadership Motives

• Leaders generally have a strong desire to
  influence and control others
• This desire is evident in four needs or motives

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Leadership Motives
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Cognitive Factors

• Leaders must have problem-solving and
  intellectual skills to effectively gather,
  process, and store essential information
• Five cognitive factors related to leadership
  effectiveness have been identified

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Cognitive Factors and Leadership
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Nature versus Nurture

• Are leaders born or are they made? Both.
• Individuals inherit a basic capacity to develop
  personality traits and mental ability that sets
  an outer limit on how extensively these traits
  can be developed
• Environmental influences, in turn, determine how
  much of an individuals potential will be
  developed

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Trait Approach

• Strengths
• Serves as a guide to leader selection
• Can guide individuals in preparing for leadership

• Limitations
• Does not identify which characteristics are
  absolutely needed
• Does not specify how much of a trait or
  characteristic is needed
• Can breed an elitist conception of leadership

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Summary

• The universal theory of leadership asserts that
  certain personality traits, leader motives, and
  cognitive factors contribute to leadership
  effectiveness
• Personality traits include both general traits
  and task-related traits
• Leaders can often be distinguished by their needs
  or motives

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Summary

• Mental ability is important for leadership
  success
• Traits, motives, and characteristics required for
  leadership are a combination of heredity and
  environment
• Traits do appear to distinguish leaders from
  nonleaders and effective leaders from
  less-effective leaders

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Traits Skills

• Although traits refer to a characteristic of a
  person, and skills refer to the ability to do
  something...
• the distinction has little practical utility
  since both must impact behavior to have a bearing
  on managerial effectiveness.

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Traits Skills

• According to Yukl, the most widely accepted
  taxonomy of skills includes...
• technical skills or the ability to apply specific
  techniques,
• interpersonal skills, and
• conceptual skills, or problem-solve using
  deductive and inductive analytic skills.

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Traits Skills

• Regarding conceptual skills, Boyatzis (1982)
  research indicates that effective managers have
  the ability to reason...
• inductively, moving from specific facts to
  general conclusions (i.e., bring order to chaos),
  and
• deductively, moving from general principles to
  specific applications.

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Traits Skills

• Based upon McClellands research, studies
  indicate that effectiveness in large
  organizations is correlated with need cluster
  including a...
• strong socialized power need,
• moderately strong need for affiliation, and
• low need for affiliation.

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Traits Skills

• Miners research...
• confirms the importance of the needs for power
  and achievement for effectiveness in large
  organizations, but
• indicates these indices are not useful predictors
  of effectiveness in small organizations.

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Traits Skills

• Other traits and skills associated with
  managerial effectiveness in large organizations
  include...
• energy level stress tolerance,
• self-confidence,
• integrity,
• internal locus of control, and
• emotional intelligence.

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Traits Skills

• Regarding emotions, Stephen Robbins makes a
  useful distinction between...
• felt emotions that employees are actually
  feeling, and
• displayed emotions that are more or less job
  requirements.

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Traits Skills

• Managers ability to make use of the distinction
  between felt and displayed emotions will be
  affected by their emotional intelligence (EI)
  or...
• empathy,
• emotional self-awareness,
• emotional self-management,
• self-motivation, or ability to maintain a
  persistent focus, and
• social skills.

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Traits Skills

• Research on derailed managers at the Center for
  Creative Leadership indicates that...
• a lack of emotional intelligence in the form of
  emotional stability and interpersonal skills is
  key to derailing managers.

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Traits Skills

• According to Yukl, the following indicates the...
• relationship between required skill level and
  managerial level in large organizations.

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Traits Skills

High
Conceptual Skills
Interpersonal Skills
Skill Level
Technical Skills
Low
Lower Level
Middle Level
Top Level
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Traits Skills

• What would this relationship look like for small
  organizations?

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What do leaders need to make it in the 21st
century corporation?

• Core Qualities Intelligence, passion and an
  ability to motivate
• Obtain, distribute and act on information quickly
  and insist staff follows suit
• Spontaneity, adaptable, team orientation, genuine
  concern for employees, and..

Humor
Wanted Electic Visionary with a Sense of
Humor, Business Week, August 28,2000
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Why Use Humor?

• Health Help respond to stress
• Understanding Communication Cooperation
• Management Avoid power struggles improve
  influence
• Opportunity Shape positive action
• Recognition Build self-esteem

Making work fun doing business with a sense of
humor, Hospital Material Management Quarterly,
February, 2001
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Other reasons.

• Research suggests a positive correlation between
  humor and performance
• Improves group cohesion and employee retention
• Cope with change
• Enhance creative thinking
• Makes people more likable
• Keeps attention and arouses interest
• Makes information more memorable

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Successful Companies Who Use It

• Southwestern Airlineshttp//www.spiritmag.com/abo
  ut/index.php
• Ben Jerrys Ice Cream http//www.benjerry.com
  
• Sun Microsystems

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Does it work for every leader?

• Transformational Leader
• Linked with strong work unit performance
• Not linked to leader performance
• Contingent Reward Style Leader
• Lower levels of work unit performance
• Lower levels of leader performance
• Laissez-faire Leader
• Higher levels of work unit performance
• Higher levels of leader performance

Did you hear the one about.? Leading with
humor pays dividends, The Academy of Management
Executive, Nov., 1999
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Potential Risks

• Inappropriate or offensive humor
• Out of character could change perceptions
  negatively
• Counter to the culture
• Inappropriate moment
• Wrong person
• Laughing at others

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Steps to Improve Your Humor

• Surround yourself with humor
• Become more playful and overcome terminal
  seriousness
• Laugh more heartily and start telling jokes
• Play with language, puns, and other verbal humor
• Look for humor in every day life the
  unexpected, bizarre, ridiculous
• Take yourself lightly and laugh at your mistakes
• Find humor in the midst of stress

The key to stress management, retention
profitability? More workplace fun, HR Focus,
Sept. 2000
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Conclusion

• Humor can be beneficial in stimulating
  performance for the right manager, right setting
  and right audience
• As with any tool, the trick is knowing when and
  how to use it
• Proceed with caution