Leadership

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Leadership
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Objectives

• Contrast and compare management and
  leadership
• Explain clearly the role of communication in
  managing and leading.
• Distinguish trait, behavioral and situational
  approaches to understanding leadership, and
  provide examples of each
• Distinguish, and illustrate through examples,
  transformational and transactional leadership

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Leadership

• Leadership
• Set direction by developing a vision of the
  future and align and inspire people to take
  personal ownership of this vision.

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Management

• Managers
• Implement the vision and strategy provided by
  leaders.
• Plan, coordinate and staff, handle day-to-day
  problems, ensure order and consistency, monitor
  results against plans

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Communication
Managers
Leaders
Inspire Transform Excite Impassion Unify
Direct Monitor Control Reward Discipline
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CommunicationManagement Leadership

• Management
• Performance management developing, direction,
  monitoring, providing feedback (rewarding and
  disciplining)
• Leadership
• Creating the vision securing widespread
  enthusiastic endorsement incite passion for
  achieving organizational mission

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Communication Management

• Communicate
• Work expectations role responsibilities
• Specific assignments and directions
• Ongoing performance feedback (with praise or
  discipline)
• Link work performed and unit and organizational
  objectives
• Link organizational objectives and organizational
  mission

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Barriers to effective communication

• Filtering
• Jargon
• Selective perception
• Information/work overload
• Defensiveness
• Emotions/Stress
• Language Culture

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Enhancing Effectiveness ofCommunications

• Clear expectations
• Open and timely feedback
• Simple language (no jargon)
• Listen actively (paraphrase)
• Constrain emotions
• Monitor you nonverbal cues

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Communication Leadership

• Clarity
• Consistency
• Common purpose
• Praise recognition
• Trust
• Integrity

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Welch Energetic Energizer Edge Execution
Leadership
Behaviours
Situation (contingency)
Traits
Ambitious Self-Confident Desire to
Lead Honesty Integrity Job relevant knowledge
Initiating Structure Consideration Production
Orientation Employee Orientation
Leadership style must fit the person and
situation
(high self monitor)
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Trait Approach

• No universal traits that predict in all
  situations
• Traits predict more in weak situations than
  strong situations
• Cause or effect?
• Traits predict leadership, but not so well
  effectiveness as a leader

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Behavioral Approach

• Specific behaviors distinguish leaders from
  non-leaders
• Initiating structure
• Consideration

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The Managerial Grid
1 2 3 4 5 6 7 8 9
(1,9)
(9,9)
(5,5)
Concern for People
(9,1)
(1,1)
1 2 3 4
5 6 7 8 9
Concern for Production
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Contingency Approach

• The leadership behaviours which will be most
  effective will depend (are contingent) upon the
  situation (environment and the people).
• Formal power, task structure, leader-member
  relationship, stress, followers readiness
• (e.g. Path-goal theory Directive, supportive,
  participative, achievement oriented)

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LMX (Contingency Theory)

• Leaders create in-groups and out-groups
• Subordinates in the in-group treated more
  favorably than those in the out-group
• In-group members more satisfied, productive, more
  likely to remain with employer

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Transactional Transformational Leadership

• Transactional
• contingent reward
• management by exception
• Transformational
• Charismatic Inspirational
• Intellectual stimulation
• Individual consideration

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Transformational versus Transactional

• Transformational builds on transactional
• Effective leadership draws on both transactional
  and transformational approaches
• More fundamentally, effective leadership is
  founded on
• Trust
• Integrity (honesty and truthfulness)
• Respect
• Competency

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Jack Welch G.E.

• Vision
• Global Player
• 1 or 2 in the market for all businesses
• Learning culture (innovation)
• Product Service

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Jack Welch

• Transformational
• Intellectual stimulation?
• Individual consideration?
• Charismatic/inspiring?
• Transactional
• - Contingent Reward

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Leadership

• Does it always matter?
• Impact of Culture?