Leadership Lecture Outline

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Leadership Lecture Outline

• Defining Leadership
• Managers vs. Leaders
• Power
• Trait Theories
• Behavioural Theories
• Contingency Theories
• Leaders
• Gender Differences and Leadership

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Leadership

• Leadership
• The process of influencing others to achieve
  organisational goals.
• Leaders
• Persons able to influence others and who possess
  managerial authority.

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Managers vs Leaders - Warren Bennis

• Managers imitate, administer, maintain.
• Leaders innovate, originate, develop.
• Managers focus on structure.
• Leaders focus on people.

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Leadership - Warren Bennis

• Managers rely on control.
• Leaders inspire trust.
• Managers have a short range view.
• Leaders have a long range vision.
• Managers accept the status quo.
• Leaders challenge the status quo.
• Managers are classic good soldiers.
• Leaders ask What and Why?

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Power in LeadershipThe capacity to affect the
behaviour of others.

• Legitimate Power Authority/Position
• Expert Power Knowledge/skills
• Reward Power Intrinsic/Extrinsic
• Coercive Power Punishment
• Referrent Power Traits/Personality
• Information Power Access Use
• Consultative Power Key Contacts

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Leadership - Trait Theory

• Trait Theories
• Theories isolating
• characteristics that
• differentiate leaders
• from non leaders.

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Leadership - Trait Theoryie Traits
differentiating Leaders from non-leaders.Kilpatri
ck, A. and Locke,E. (1991), Leadership Do
traits really matter? Academy of Management
Executive, May, pp 48 - 60.

• Drive
• Desire to Lead
• Honesty Integrity
• Self Confidence
• Intelligence
• Job relevant knowledge

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Leadership - Behavioural Theory

• Behavioural Theories
• Theories identifying
• behaviours that
• differentiate effective
• from ineffective leaders

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Blake Mouton Managerial GridExploring
differing styles

• C 1,9 Country Club 9,9 Team
• o 9 Management
  Management
• n 8
• c P 7
• e e 6 5,5 Middle of the
• r o 5 Road Management
• n p 4
• l 3
• f e 2 1,1 Impoverished 9,1
  Task
• o 1 Management
  Management
• r
• 1 2 3 4 5
  6 7 8 9
• C o n c e r n f o r P r
  o d u c t i o n

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Leadership - Behavioural Theory

• Blake Mouton Managerial Grid
• Impoverished - The leader exerts minimal effort
  to accomplish work.
• Task - The leader focuses on task efficiency at
  the expense of morale development of
  subordinates.
• Country Club -The leader focuses on being
  supportive considerate at the expense of task
  efficiency.
• Middle of the Road - The leader focuses on being
  supportive considerate at the expense of task
  efficiency.
• Team - The leader facilitates task efficiency
  high morale by creating a common stake in task
  achievments worker satisfaction.

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Contingency Theory

• Contingency (Situation) Theory suggestes that
  effective Leadership depended upon situational
  variables.
• Situational variables also play a role in
  effective Leadership and willingness of
  subordinates to follow a Leader

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Contingency Theory

• The Fiedler Contingency Model proposes that
  effective subordinate performance depends on a
  match between the Leaders style of interaction
  with his/her subordinates and the degree of
  control and influence which the Leader has in a
  given situation.

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Fiedler LPC Contingency Model

• Leader-Member Relations
• The degree of confidence, trust and respect that
  subordinates have for their leader
• Task Structure
• The degree to which job assignments are
  structured or unstructured
• Position Power
• The degrre of power the leader has available ie.
  hire fire, discipline, salary, promotion

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Contingency TheoryHersey Blanchard Situational
Model

• Concept of Maturity
• The Ability and Willingness of people to take
  responsibility for their own behaviour.
• Job Maturity
• The level of work skill a person has
  eg. technical, interpersonal
• Psychological Maturity
• The willingness to take responsibility
  eg. confidence, motivation, ambition

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Contingency TheoryHersey Blanchard Situational
Model

• R HIGH Style of Leader
  Participating Selling
• l B Low Task High Task
• a e High Relationship High
  Relationship
• t h
• i a
• o v Delegating Telling
• n i Low Task High Task
• s o Low Relationship Low
  Relationship
• h u
• i r LOW T a s k B e h a v i o u r
  HIGH
• p High Moderate Low
• M4 M3 M2 M1
• Maturity of Follower

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Contingency TheoryHersey Blanchard Situational
Model

• Hersey and Blanchard Four Leadership Styles
• Telling (high task - low relationship)
• The leader defines roles tells staff what, how,
  when where to do tasks.
• Selling (high task - high relationship)
• The leader provides directive and supportive
  behaviours.
• Participating (low task - high relationship)
• The leader followers share decision making.
• Delegating (low task - low relationship)
• The leader provides little direction support,
  staff are mature in terms of capability
  motivation.

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Contingency TheoryHersey Blanchard Situational
Model

• Hersey and Blanchard Four Stages of Maturity
• M1 People are are both unable unwilling to
  take responsibility for activities. They are
  neither competent nor confident.
• M2 People are unable but willing to perform
  tasks. They are motivated but lack skills
  knowledge.
• M3 People are able but unwilling to do the tasks
  the leader wants. They are skilled but
  unmotivated.
• M4 People are both able and willng to do the
  tasks asked of them. Subordinates are
  empowered in terms of skills, knowledge and
  attitude towards their roles and
  organisational tasks.
• NB Leadership in Hersey Blanchard is flexible

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Contingency TheoryHouses Path Goal Theory

• Path Goal Leadership is based on a theory that a
  Leaders behaviour is acceptable to a subordinate
  (follower )in so far as the subordinate views
  that behaviour as a source of immediate or future
  satisfaction.

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Contingency TheoryHouses Path Goal Theory

• Environmental Contingency Factors
• task structure
• formal authority system
• work group
• Leader Behaviour Outcomes
• directive performance
• supportive satisfaction
• participative
• achievement oriented
• Subordinates Contingency Factors
• locus of control
• experience
• perceived ability

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Leaders

• Charismatic Leaders
• Transactional Leaders
• Transformational Leaders

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Transformational Leadership

• Transformational Leadership consists
• of four Is
• Idealised Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration

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Key Characteristics of Charismatic Leaders

• Self-confidence
• Vision
• Ability to articulate the vision
• Strong convictions about the vision
• Behaviour that is out of the ordinary
• Appearance as a change agent
• Environment sensitivity

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Leadership - Gender DifferencesResearch on
gender based differences in Leadership conducted
by Sally Helgesen and Lawrence Pfaff

• Women derive satisfaction and success from
  building relationships, whilst men describe
  success as achieving goals.
• Women business owners speak of businesses as
  connected networks, men business owners speak in
  hierarchical terms.