Leadership

1
Leadership

• SM/REC 163
• Dr. Paul Milton

2
Profiles

• Take some time to do this
• May do some research on this class

3
Consider Some Key Points

• Write down a few ideas, OK to use information
  from chapters
• Then, as before, get with same group number
• Discuss and appoint spokesperson
• Share ideas with class

4
Continue with Key Concepts

• The Purpose of Management
• Capabilities of Effective Orgs.
• Leading in todays environment
• Cause of the transformation?
• Megawaves of Change?
• Impact of these trends (Megawaves)
• Organizations source of comp. adv.?

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The Challenges of Leading an (any) Organization

• Full-time responsibility
• Continually practiced
• No sure fire-techniques that work every time
• Key ideas and skills
• Reflective pause
• Human nature is emotional

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True or False?

• There is one best style or method of leadership

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Management Defined

• Like most management/leadership concepts, no one
  pure, strict definition in common usage.
• Look and at HBJ
• Process of working with and through individuals
  and groups and other resources to accomplish
  organizational goals (p. 9).

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Leadership Defined

• Broader concept than management
• Distinction Organizational goals
• -Management for goals of the org.
• -Leadership could be for any one,
• anything
• Dont forget Management is a special kind of
  leadership, goals of the organization are
  paramount.

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Differentiation (Bennis)

• A Leader A Manager
• Conquers the context Surrenders to it
• Innovates Administrates
• Is an original Is a copy
• Develops Maintains
• Focuses on people Focuses on S S
• Inspires trust Relies on control
• Has long-range view Has short-range view
• Asks what and why Asks how and when
• Does the right things Does things right

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The Age-old Question

• Are leaders born, or made?
• HBJ, and others say both
• General Impacts
• Traits
• Formal Experience
• Informal Experience
• Practice

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Three Competencies

• Diagnosing
• Adapting
• Communicating

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Manager Skills

• At least three areas
• 1. Technical
• 2. Human
• 3. Conceptual

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True or False?

• As a manager moves to higher level positions,
  technical skill becomes less important
• At higher levels of management, conceptual skills
  become increasingly important

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Effective Human Skills

• Understanding Behavior
• Predicting Behavior
• Directing, Changing, Controlling Behavior
• Controlling People
• Need a variety of tools
• Learning and being willing to apply and practice
  theory

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Foundations of Modern Leadership Theory

• Syllabus add the word theory
• Behavior and motivation
• Study of psychology
• Greater detail on classic theorists
• Lewin, Maier, Maslow, Alderfer, McClelland,
  Expectancy Theory
• Gain perspective

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Theory Match-up

• Lewin
• Maier
• Vroom
• Maslow
• Alderfer
• McClelland
• Match these names to the theories listed on the
  handout

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Theories of Behavior

• Lewin important starting point
• Goal-oriented behavior
• The Causal Sequence (Maier)
• Motives
• Goals
• Motive strength
• Changes in motive strength

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Changes in Motive Strength

• Need satisfaction
• Blocking need satisfaction
• Cognitive dissonance
• Frustration
• Increasing motive strength

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Expectancy Theory

• Link between effort and performance
• Performance Reward link
• Need elicits behavior
• Expect that hard work gets rewarded

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Factors Affecting Expectancy Theory

• Availability
• Personality Development
• Changing Personality

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Hierarchy of needs

• One of all time classics
• Needs
• Physiological
• Safety
• Social
• Esteem
• Self-actualization

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ERG Theory

• Adjustment to Hierarchy of Needs
• Three core needs
• Existence
• Relatedness
• Growth
• Other Motivational research
• Various needs research

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Other Motivational Studies

• Need research
• Physiological
• Safety
• Social
• Esteem Prestige and Power needs
• Self-actualization Competence and Achievement

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Todays Leadership Thoughts

• Let people know you believe in something and have
  faith
• Be there for people, even when they make mistakes
• -from What Do Followers Expect from Leaders?,
  Holmes, P. (1998)

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More Foundations From Classical to Modern

• Scientific Management Taylor
• Mayo and Hawthorne studies
• -Extend research through interviews
• -Coined term anomie
• -Developed Rabble Hypothesis

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McGregor

• McGregor
• -Theory X and Theory Y, from Mayo?
• -Ouchi and Theory Z
• -Assumptions
• -how workers are viewed
• -Basic assumptions about human nature

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Argyris

• Argyris
• -Pattern A and Pattern B
• -Patterns are defined as behaviors
• -Note some of the descriptors used in both
  patterns

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Homans

• Homans
• -Informal Work Groups
• -Activities
• -Interactions
• -Sentiments
• -Power of informal work groups
• -especially in controlling group
• work/behavior

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Still More

• Herzberg
• -Motivation-Hygiene Theory
• -Hygiene factors
• -Motivators
• Herzberg-Maslow connection
• -Needs/motives and Goals/incentives
• Hygiene factors are big deal

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Theory X Y vs.Pattern A B

• Are there similarities between both?
• Differences?
• Which one is attitudinal and which one is
  behavioral?
• This comparison is important to the authors-
  Hersey, et.al.,
• -they largely base own SLT on it

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Todays Leadership Thoughts

• Anyone can lead on the good days
• You win with the people you surround yourself
  with
• Once you think you have arrived, you are already
  apostate
• ---all anonymous

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What Makes a Great Leader?

• Some of your Favorite Persons
• Father LeBron James
• My Parents Mom (5)
• Larry Bird Lance Armstrong
• Family/Friends Jeff Koppinger
• Albert Pojuls Boyfriend
• John Elway Jerry Rice and
• Five of you said No one

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Who Would You Follow?

• Asked for your favorite, but why are they so?
• Do they exhibit leadership?
• Are there traits identified with successful
  leaders?
• -list some
• Are these traits applicable in all situations?

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Traits

• Predict leadership success by knowing a persons
  traits?
• Jennings, 1982, none after 50 years
• No set of traits clearly predicts, Yukl
• -increased likelihood, no guarantees
• Note Yukls list of traits in text
• Bennis Four traits/competencies

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Characteristics of Effective Performance

• Bennis later updated the 4 traits
• Business literacy
• People Skills
• Conceptual Skills
• Track Record
• Taste
• Judgment
• Character

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The Flip Side Negative Traits

• McCalls Fatal Flaws
• Insensitivity Cold, aloof
• Overly ambitious Untrustworthy
• Performance issues Overmanaging
• Ineffective staffing Adapt w/Boss
• Overdependent on No strategy
• mentor/advocate

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Attitudinal Approaches

• Ohio State
• University of Michigan
• Likerts Management Systems
• -starting point was U of M research

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Theory/Practice

• Comes at just the right point in time
• Begin use of instruments
• Hersey suggests a good way to understand the
  attitudinal is to fill out the instrument--- we
  will.
• There must a strong understanding of the theory,
  especially among leaders, to make it work
• So

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Time for Us to Define Leadership

• Effective leaders are those who are able to
  obtain the cooperation of other people to harness
  the resources provided by that cooperation to the
  attainment of a goal.----Chemers, 1993

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Another Definition

• Leadership occurs whenever one person attempts
  to influence the behavior of an individual or
  group, regardless of the reason. It may be for
  ones own goals or for the goals of others, and
  these goals may not be congruent with
  organizational goals. It is defined as the
  process of influencing the activities (behavior)
  of an individual or a group in efforts toward
  goal achievement in a given situation---Hersey,
  Blanchard, Johnson, 2001.

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And How About

• The leader is the individual in the group given
  the task of directing and coordinating
  task-relevant activities or who, in the absence
  of a designated leader, carries the primary
  responsibility or performing these functions in a
  group. ---Fred Fiedler, 1967.

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More

• If theres a clear distinguishing feature about
  the process of leading, its in the distinction
  between mobilizing others to do and mobilizing
  others to want to doleaders mobilize others to
  want to act because of the credibility they
  have. ---Kouzes and Posner, 2001.

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Finally

• Leadership The process of influencing the
  activities of an individual or a group in efforts
  toward goal achievement in a given situation.
• HBJ, p. 79

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Best Style of Leadership

• This is a leading question
• A lot of research, a lot of uncertainty
• Its leader, situation, follower dependent
• And on that note

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Situational Leadership

• Natural Outgrowth of Deficiencies in other
  theories
• No guarantees of effectiveness
• No best style
• Five situational models/theories that have
  received wide attention

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The Big Five

• Tannenbaum-Schmidt
• Vroom-Yetten
• House-Mitchell
• Fiedler
• Hersey-Blanchard
• We will look in depth at last two

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A Look Back

• Stogdill OSU Studies Initiating Structure/
• Consideration
• Coch Mich Studies Production orientation
• Employee orientation
• Likert Systems Employee centered/
• Job centered
• McGreg. Theory X Y Negative assumptions
• Positive assumptions
• Argyris Patterns A B Supervision, structure
• Supportive/facilitative

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Key Terms and Concepts of all Situational
Leadership

• Process of leading is complex
• -no one type of behavior will be effective all
  the time
• Three main components of leadership process
• -The leader
• -The follower(s)
• -Other situational variables

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Fred Fiedler and the Contingency Model

• Considered the inventor of contingency theory.
• Three situational variables lead to favorable
  situation for leader
• Task oriented/Relationship oriented
• Supported by research (see fig. 5-2)
• Definition

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And How About

• The leader is the individual in the group given
  the task of directing and coordinating
  task-relevant activities or who, in the absence
  of a designated leader, carries the primary
  responsibility or performing these functions in a
  group. ---Fred Fiedler, 1967.
• So, what kind of leader are you?
• Lets find out

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Leadership Practices

• Communicate Effectively
• Ask rather than tell to help
• A dose of sarcasm or words that hurt are always
  tough to swallow
• Never yell (the message gets lost because people
  are startled by the sheer volume of your voice)
• Respect peoples confidences
• -taken from What do Followers Expect of
  Leaders? by Patti Holmes (1998)

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Fiedler on the Mid-Range

• Scores 65 82, Extensive research on these
  middle LPC groups still needs to be conducted,
  P. 50.
• Factor analysis indicates that high and low LPCs
  differ from middle groups, p. 50.

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Effective Leadership

• Efficiency is concerned with doing things right
• Effectiveness is doing the right things
• Peter Drucker, as quoted in Hersey, Blanchard,
  Johnson (p. 126)

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In-depth on Chapter 6

• Does Leadership Management?
• Leadership is more encompassing
• Management is a special part of leadership where
  the goals are first
• Organizational vs. personal goals, which one is
  leadership?
• Need to be able to distinguish
• Definitions Handout

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Definitions

• Organizational Success
• MBO
• Management
• Attempted Leadership
• Leadership
• Organizational Effectiveness
• Parkinsons Law

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Bass

• The Successful Leadership Continuum
• Attempted leadership
• Successful leadership
• Effective leadership
• Diagram

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Likert

• So far, considered mostly individuals
• Effectiveness and impact on organization over
  time---Likert
• 3 variables
• -Causal
• -Intervening
• -Output

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Causal

• Factors influencing the developments in an org.
  and its results.
• Independent variables can be altered by the org.
  and its management
• Not beyond orgs. control
• Include Leadership strategies, skills,
• management decisions, policies and structure of
  org.

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Intervening

• Causal variables have impact on intervening
• For Likert Intervening Human
• Intervening variables represent current condition
  of the internal state of org. (?), and are seen
  in such things as commitment to objectives,
  motivation, and morale also group skills in
  leadership, communication, conflict resolution,
  decision making, and problem solving

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Output or End Result

• Observed in organizational achievements ( typical
  eval. method)
• Ways people in sport are measured
• Profit center performance, Baldridge?
• Move away from single measures of
  effectiveness---Vaill, Kaplan and Norton,
  Corporate Reputation survey

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McGregor on Integration

• Integration diagrams
• Develop one of two climates

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MBO

• Drucker 1950
• Characteristics
• Problems

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Style and Effectiveness

• Different situations different styles
• Task or Relationship Behavior
• -not predictors of group performance
• Supporting research

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Style

• Leadership Style
• -defined as the consistent behavior pattern
  that an individual uses when working through and
  with other people, as perceived by those people.
• that pattern or style also becomes somewhat
  predictable to those who work with them.

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Expectations The Concept

• Perceptions of appropriate behavior
• - own role, roles of others
• Define what to do (to an extent)
• Shared expectations, meaning?
• Environmental variables communicate role
  expectations to the leader---Constant interaction

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Style Expectations

• Leader value systems
• Confidence in employees
• Leaders personal inclinations
• Feelings of security
• Perception of behavior

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Followers Style/ Expectations

• Vital to personal power
• Adapt to follower behavior
• Conditions for greater freedom
• -Tannenbaum and Schmidt
• Managing from the HEART

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Supervisor Style/Expectations

• The leaders leader
• Not enough attention to this
• Being a follower
• -appropriate behavior?
• Know supervisor expectations
• Told vs. allowed to lead

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The Generations
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Situational Approach to Leadership (HBJ)

• Criticism of Fiedler and early SLTs
• Adjust behavior to fit situation
• Transactional theory
• -Leader style
• -Situation
• -Develop a scheme for congruence

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Situational Leadership Approach (cont.)

• Belief in importance of leader adaptability
• Belief in the importance of willingness/readiness
  of followers
• Belief that leader can learn/develop other styles
  of leadership
• Developed the LEAD-self, LEAD-other

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The LEAD

• What does it measure?
• -3 aspects of leader behavior
• -Style
• -Style Range
• -Style Adaptability

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Style

• Leadership Style
• -defined as the consistent behavior pattern
  that an individual uses when working through and
  with other people, as perceived by those people.
• that pattern or style also becomes somewhat
  predictable to those who work with them.

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The LEAD

• What does it measure?
• -3 aspects of leader behavior
• -Style
• -Style Range
• -Style Adaptability

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Follower or Group Readiness

• Chapter 7
• Factors in a given environment
• -leader
• -follower(s)
• -boss (the leaders leader)
• -peers (associates)
• -organization
• -jobs demands
• -available time

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Interaction

• Most crucial interaction among the factors
• Between Leader and Follower
• No leadership without someone following
• Part of effectiveness
• -clarify what followers are to do

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Readiness Defined

• Readiness the extent to which a follower is able
  and willing to accomplish a task (HBJ, P. 175).
• -not a personality quality
• -more or less ready for specific tasks
• -assess work group, as well as individual

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Components of Readiness

• Readiness (HBJ) has 2 components
• -Ability
• -Willingness
• Each has its own components

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Readiness Level

• Combination of ability/willingness
• R1
• R2
• R3
• R4

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Power

• Definition
• -Power is influence potential (HBJ p. 204)
• -Induce of influence behavior (Etzioni, in HBJ,
  p. 206)
• -power because of your position
• -power derived from followers

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Seven Types of Power

• Coercive
• Connection
• Reward
• Legitimate
• Referent
• Information
• Expert

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Coercive

• Def. The perceived ability to provide sanctions,
  punishment, or consequences for not performing
• Readiness level R 1 followers need guidance

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Connection Power

• Def. The perceived association of the leader
  with influential persons or organizations
• Avoid sanctions, but gain favor (R1, R2, telling
  and selling)

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Reward Power

• Def. The perceived ability to provide things
  that people would like to have.
• Unable but willing (R2) more likely to engage in
  new behavior

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Legitimate Power

• Def. The perception that it is appropriate for
  the leader to make decisions because of title,
  role, or position in the organization
• Selling/Participating styles, moderate ranges of
  readiness (R2,R3).

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Referent Power

• Def. The perceived attractiveness of interacting
  with the leader
• Insecure/Unwilling (R3), needs high relationship
  behavior (S3)

87
Information Power

• Def. The perceived access to, or possession of,
  useful information
• Based on perceived access to data, useful with
  R3,R4 followers

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Expert Power

• Def. The perception that leader has relevant
  education, experience and expertise.
• Competent/Confident followers (R4s) would best
  be driven by Expert Power (S4)

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Best Type of Power?

• No
• Best for follower, probably, must continually
  gauge

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Using SLT in Training and Development

• Increasing effectiveness
• Likert and the effectiveness cycle
• Important to determine readiness
• Important to match style
• Increases effectiveness
• Also, increase readiness

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Changing (Improving) Readiness

• Behavior modification
• Positive reinforcement
• Individual reinforcement
• Reinforcement schedule

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Transformational Change

• Transformation of an organization
• -involves vital organizational change
• -vital often means necessary/needed
• Features of transformational change are distinct,
  unique
• As we go through list, compare to transactional

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Features

• Substantial change
• Discontinuous
• Not just incremental/fine tuning type
• External forces
• Globalization
• SRWC example
• Deep and pervasive
• All parts and all levels

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Features (continued)

• New actions
• Significantly different
• Entirely new
• Disruption of existing behavior patterns
• Change of norms and core values
• The whole organization changes

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So, transformation

• Starts beyond the organization
• Includes realignment of mission, strategies,
  structure
• Requires re-creation of the culture, and the
  behavioral processes of org.

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What is a Transformational Leader Then?

• Note on page 418, various characteristics listed
• Focus here will be on Kouzes and Posner
• Challenging the Process
• Inspiring a Shared Vision
• Enabling Others to Act
• Modeling the Way
• Encouraging the Heart

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Specific Actions of Leaders

• Personal commitment
• Status quo no longer viable
• Clear vision on future of org.
• Timely
• Acknowledging
• Defining and setting up
• Regular stream of communication and
  recognition/reward

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More on Communication, Recognition Reward

• Deliberate influence process
• Individual or group
• Discontinuous change
• Current state/function
• The who organization
• Driven by vision, beliefs, values
• Urgent perceive and think differently, perform
  differently