Leadership In Organizations

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Chapter 13

• Leadership In Organizations

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Youve got to earn a promotion. The days of
entitlement at Ford Motor Co. are gone
forever. Jacques Nasser
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Leadership is not about titles and rank thats
about management and structure. It is about the
ideas that compel others to follow and the
courage to take risks. Neal
Patterson
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What Is Leadership?

• It is both a process and a property trait.

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As A Process

• It is the use of non coercive influence to shape
  the goals, motivate behavior to achieve goals,
  help define the culture.

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As A Property Trait

• It is the set of characteristics attributed to
  people who are perceived to be leaders.
• Rather vague definition.
• Leaders are people who can influence behavior
  without using force they are accepted as
  leaders.
• Now it seems to be a circular definition!

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Leader Traits

• Drive
• Personal motivation
• Integrity
• Self-confidence
• Knowledge of the business
• There is one other important trait. What do you
  think it is?

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Perhaps the most important trait.

• The ability to perceive the needs and goals of
  others and to adjust ones personal leadership
  approach accordingly.

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Leadership vs. Management

• Activity
• Planning and budgeting
• Organizing and staffing
• Controlling and problem solving
• What are the outcomes of the activities using
  leadership versus using management?

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The Distinctions By activity

• Management
• Establishes detailed steps and time lines.
• Establishes structure to accomplish the plan.
• Creates policies and procedures.
• Monitors, identifies, and solves problems.

• Leadership
• Develops a vision and strategy for change.
• Communicates the direction of the vision.
• Aligns people to the goals.
• Overcomes political and resource barriers.

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Outcomes of Leadership vs. Management

• Management
• Produces a degree of predictability and order
  and has the potential to produce consistent
  results that can be expected by stakeholders.

• Leadership
• Produces change (often dramatically) and has the
  potential to produce extremely useful change.

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Power And Leadership

• 4 text book definitions of power
• The ability to influence others.
• The ability to affect the behavior of others.
• The potential ability to influence the behavior
  of others.
• The ability to influence, command, or apply force.

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Types of Power

• Legitimate
• Reward
• Coercive
• Referent
• Expert

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Using Power

• Legitimate request
• Instrumental compliance
• Coercion
• Rational persuasion
• Personal identification
• Inspirational appeal
• Information distortion (be very careful with this
  one!)

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Implication for Management

• Recognize the distinction between leadership as a
  process and as a property.
• Appreciate the difference between leadership and
  management.
• Know the common basses of power and how to use
  them.

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The Effects of Leader Behavior

• Decision making styles
• Autocratic
• Democratic
• Performance vs. maintenance behavior
• Focus on work speed, quality, accuracy, quantity
  and following the rules.
• Focus on feelings, comfort, appreciation, and
  stress reduction.

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Situational Leadership

• Assumes that leader behavior varies by situation.
• The goal is to identify key situational factors
  and specify how they interact to determine
  appropriate leader behavior.

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Situational Approaches To Leadership

• Tannenbaum Schmidts Leadership Continuum
  (1958)
• Fred Fiedler LPC Theory
• Evans House Path-Goal Theory
• Vrooms Decision Tree Approach
• Leader-Member Exchange Approach

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Substitutes for Leadership

• Situations in which leader behaviors are
  neutralized or replaced by characteristics of
  subordinates, the task, or the organization.
• Leadership defeating characteristics
• Subordinate
• Task
• Organization
• You have to take notes again!

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Contemporary Perspectives on Leadership
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Charismatic Leadership

• Charisma is a form of interpersonal attraction
  that inspires support and acceptance.
• Three elements of charismatic leadership
• Envision the future
• Ability to energize others
• Enable others through support, empathy and
  confidence.

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Transformational Leadership

• Goes beyond ordinary expectations by transmitting
  a sense of mission, stimulating learning
  experiences, and inspiring new ways of thinking.
• Seven keys to transformational leadership

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Do you have to be a hero to be a leader?

• No, but you must have courage to create a vision
  and execute your vision, often in the face of
  opposition.

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• What is now required of leaders is less the
  efficient management of resources, and more the
  effective unleashing of intellectual capital and
  human resources.
• In other words, you should capitalize on all the
  brains and talent in your organization.

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Will you be a management leader?