Title: Chapter 7 Leading Technical People
1Chapter 7 Leading Technical People
2Advanced Organizer
3Chapter Objectives
- Explain the difference between leaders and
managers - Describe the nature of leadership and its
significance to an organization - Address the application of servant leadership in
current organizations - Recognize the different views of motivation
4Leadership Management
--Michael Maccoby
5Leadership Management
--Warren Bennis
6Nature of Leadership
- Leadership is the process of getting the
cooperation of others in accomplishing a desired
goal. - mixture of persuasion, compulsion, and example
that makes men do what you want them to do. - --Sir William Slim, commander of the British
Army - Â You know what makes leadership? It is the
ability to get men to do what they don't want to
do and like it. - --Harry Truman
7Types of Leaders
- Formal leaders are appointed branch manager or
committee chair or team captain and have the
advantage of formal authority (including the
power to reward and punish), but this only gives
them the opportunity to prove themselves
effective at leadership. - Emergent, or informal leaders evolve based on
their expertise or referent power as it is
expressed in the process of group activity.
8Identifying Potential Leaders
- Leadership Traits
- Myers-Briggs Type Indicator (MBTI)
9Leadership Traits
- Physical qualities of health, vitality, and
endurance - Personal attributes of personal magnetism,
cooperativeness, enthusiasm, ability to inspire,
persuasiveness, forcefulness, and tact - Character attributes of integrity, humanism,
self-discipline, stability, and industry and - Intellectual qualities of mental capacity,
ability to teach others, and a scientific
approach to problems.
10Myers-Briggs Type Indicator (MBTI)
- 1. The most favored Energy Source
- The way people prefer to interact with the world,
and the way they prefer to receive stimulation
and energy. - (E) Extraversion ltgt (I) Introversion
- 2. The most favored Perceiving Mental Process
- The way people prefer to get data.
- (S) Sensing ltgt (N) Intuition
- 3. The favored Judging Mental Process
- The way people prefer to make decisions
- (T) Thinking ltgt (F) Feeling
- 4. The mental process leads to Outside World
Orientation - The way people prefer to orient their lives
- (J) Judging ltgt (P) Perceiving
11Classification of Leadership Style
- I. People/Task Matrix Approaches
- The Leadership Grid
- Ohio State studies
- Hersey and Blanchard life-cycle theory
- II. Situational Approaches
- Leadership continuum
- Other viewpoints
12People/Task Matrix approaches The Leadership Grid
(9,9) Team Management, in which individual
objectives are achieved in the process of
achieving organizational goals,
- (1,9) Country Club Management
Concern for People
(5,5) Middle of the Road Management
(9,1) Authority Compliance Management
(1,1) Impoverished Management
Concern for Production
13Ohio State studies
- Findings
- High IS High C may not be the most effective
- High IS helps only if task is unstructured.
- High C helps only if there is no adequate alt.
source of satisfaction
14Hersey and Blanchard life-cycle theory (or
"maturity" theory)
- "the most effective leadership progresses with
time through the four quadrants - High Initiating Structure, Low Consideration
- High Initiating Structure, High Consideration
- Low Initiating Structure, High Consideration
- Low Initiating Structure, Low Consideration
15Situational ApproachesContingency theory
- The manager must develop a reward system, a
leadership style, or an organizational structure
to be appropriate for the unique combination of
such factors as - the nature of the subordinates,
- the technology of the business and the tasks that
result, - the rate of change in the organization,
- the degree of integration of functions required,
- the amount of time the manager has to accomplish
the assignment, - the quality of the manager's relationship with
subordinates.
16Leadership Continuum
- "a continuum of leadership style extending from
complete retention of power by the manager to
complete freedom for subordinates" - Autocratic ("Telling"). Manager makes decisions
with little or no involvement of non-managers. - Diplomatic ("Selling). Manager makes decisions
without consultation but tries to persuade
non-managers to accept them. - Consultative ("Consulting"). Manager obtains
non-managers' ideas and uses them in decision
making. - Participative ("Joining"). Manager involves
non-managers heavily in the decision (and may
even delegate it to them completely).
17Leadership continuum (cont.)
- 3 deciding forces
- Forces in the manager
- Forces in the subordinate (or non-manager).
- Forces in the situation.
18Servant Leadership
- Practical philosophy which supports people who
choose to serve first, - Then lead as a way of expanding service to
individuals and institutions.
19Other viewpoints14 types of executives by their
behavior
- "merely successful" (Table 7-3)
- Bureaucrat
- Zealot
- Machiavellian
- Missionary
- Climber
- Exploiter
- Temporizer
- Glad-Hander
20Other viewpoints14 types of executives by their
behavior
- "effective leaders" (Table 7-4)
- Entrepreneur
- Corporateur
- Developer
- Craftsman
- Integrator
- Gamesman
21True Leader
- "A leader is best when people barely know he
exists. Not so good when people obey and acclaim
him. - Worse when they despise him.Â
- But of a good leader who talks little, when his
work is done and his aim fulfilled, they will
say, "We did it ourselves." - -- Lao Tsu, 600 B.C.
22Motive Motivation
- Definition of Motive
- An inner state that energizes, activates, or
moves, and that directs or channels behavior
toward goals. - Berelson Steiner
- Definition of Motivation
- The willingness to exert high levels of effort
to reach organizational goals, conditioned by the
efforts ability to satisfy some individual
need. Robbins - 3 measures of resulting behavior direction,
strength, and persistence Campbell
23Nature of the Individuals
- McGregor's Theory X and Theory Y (2 assumptions
about basic nature)
24Nature of the Individuals
- "Theory X"
- Management is responsible for organizing the
elements of productive enterprise--money,
materials, equipment, people--in the interest of
economic ends. - With respect to people, this is a process of
directing their efforts, motivating them,
controlling their actions, modifying their
behavior to fit the needs of the organization. - Without this active intervention by management,
people would be passive--even resistant to
organization needs. They must therefore be
persuaded, rewarded, punished, controlled--their
activities must be directed. This is
management's task....
25Nature of the Individuals
- Additional beliefs of "Theory X"
- The average person is by nature indolenthe/she
works as little as possible. - He/She lacks ambition, dislikes responsibility,
prefers to be led. - He/She is inherently self-centered, indifferent
to organizational needs. - He/She is by nature resistant to change.
- He/She is gullible, not very bright, the ready
dupe of the charlatan and the demagogue.
26"Theory Y"
- Management is responsible for organizing the
elements of productive enterprise--money,
materials, equipment, people--in the interest of
economic ends. - People are not by nature passive or resistant to
organizational needs. They have become so as a
result of experience in organizations.
27"Theory Y"
- The motivation, the potential for development,
the capacity for assuming responsibility, the
readiness to direct behavior toward organization
goals are all present in people. Management does
not have to put them there. It is the
responsibility of management to make it possible
for people to recognize and develop these human
characteristics for themselves. - The essential task of management is to arrange
organizational conditions and methods of
operation so that people can achieve their own
goals best by directing their own efforts toward
organizational objectives.
28Theory X v.s. Theory Y
- Theory X places exclusive reliance upon external
control of human behavior, while Theory Y relies
heavily on self-control and self-direction. It
is worth noting that this difference between
treating people as children and treating them as
adults. - --McGregor
29Motivation Theories
- Content Theories
- Based on human needs and peoples effort to
satisfy them - Maslow's hierarchy of needs
- Herzberg's 2-factor theory
- McClellands Trio of Needs
- Process Theories
- Assumes that behavioral choices are based on
expected outcomes - Equity Theory (Adams)
- Expectancy Theory (Vroom)
- Porter-Lawler Extension
- Behavior Modification (Skinner)
30Maslow's hierarchy of needs. (The appearance of
one need usually rests upon the prior
satisfaction of another.)
- Physiological needs air, water, food, shelter,
sex - Safety needs safe work, with security that the
physiological needs will continue to be met
(through job tenure and medical, unemployment,
and disability insurance and retirement
provisions) - Love needs affectionate relations with friends,
family, and people in general, and group
acceptance - Esteem needs self-respect or self-esteem, and
the esteem of others (expressed in reputation,
prestige, and recognition) - Self-actualization (or self-fulfillment) needs
the desire to become everything one is capable of
becoming (to become actualized in what one is
potentially)
31Herzberg's 2-factor Theory
- The growth or motivator factors that are
intrinsic to the job are in order of decreasing
importance achievement, recognition for
achievement, the work itself, responsibility, and
growth or advancement. - The dissatisfaction-avoidance or hygiene factors
that are extrinsic to the job include also in
order of decreasing importance company policy
and administration, supervision, interpersonal
relationships, working conditions, salary,
status, and security.
32Applications of Herzberg's 2-factor Theory
- Job Enrichment To increase the content of
motivators in a job. - Reducing the number and frequency of controls
- Making the worker responsible for checking
his/her own work - Establishing a direct relationship between worker
and the customer (internal or external) - Increasing authority and autonomy
33McClellands Trio of Needs (Different people
have different needs)
- Need for achievement the drive or desire to
excel, to accomplish something better than has
been done in the past. (entrepreneurs) - Need for power the desire to control ones
environment, including resources and people.
(managers) - Need for affiliation the need for human
companionship and acceptance. (coordinators,
integrators, counselors, and sales)
34Process Theories
- Process theories treat human needs as just one
part of the mechanism that people use in choosing
their behavior. These theories place greater
emphasis on the expectation of favorable
consequences or rewards.
35A. Equity Theory
- People want to be treated fairly relative to the
treatment of others. - Input/outcome ratio
- Inputs persons contribution to the organization
(education, experience, ability, effort, and
loyalty) - Outcomes pay, promotion, recognition, and social
relationships
36B. Expectancy Theory
Environment
Performance
Effort
Outcome
Ability
Valence of Outcomes
Effort to Performance Expectancy
Performance to Outcome Expectancy
37B. Expectancy Theory
- Effort-to-performance expectancy
- Performance-to-outcome expectancy
- Valence Strength of a persons desire for these
outcomes
38C. Porter-Lawler Extension
- Personal effort, abilities and traits, and role
perceptions (the employee's belief that certain
tasks need to be done to do his or her job
effectively) determine performance. - Performance, in turn, leads to intrinsic and
extrinsic rewards, as in the expectancy model. - The perceived equity (fairness) of these rewards
determines the satisfaction the employee gains
from the work. - This satisfaction colors the value placed on the
rewards anticipated for future cycles of work,
and therefore it influences future effort.
39D. Behavior Modification (Reinforcement Theory)
- Behavior is followed by an event (reinforcement)
that affects the probability that the behavior is
repeated. - Positive reinforcement increases the probability
that desired behavior will be repeated by
providing a reward (praise, recognition, raise,
promotion, or other). - Negative reinforcement, or avoidance, seeks to
increase the probability that desired behavior
will be repeated by letting the employee escape
from undesired consequences. - Punishment seeks to decrease the probability that
undesired behavior will be repeated by imposing
penalties (undesired consequences) such as
reprimands, discipline, or fines. - Extinction seeks to decrease the probability that
undesired behavior will be repeated by ignoring
it and withholding positive reinforcement.
40Motivating And Leading Technical Professionals
- General Nature of the Technical Professional
- Having a high need for achievement and deriving
their motivation primarily from the work itself. - Desiring autonomy (independence) over the
conditions, pace, and content of their work. - Tending to identify first with their profession
and secondarily with their company. - Seeking to maintain their expertise, gained
through long and arduous study, and stave off
obsolescence through continuing education.
41Motivation Factors for Engineers
- Type of work, interesting, diversified (45.0)
- Salary (33.9)
- Location, good place to live, family (31.2)
- Opportunity for advancement (29.8)
- Challenge, more responsibility, chance to use
creative ability (16.9) - Reputation, prestige of company (13.7)
- Working conditions, personnel policies (11.7)
- Growing organization, growing field (6.9)
- Security, retirement plan, benefits (6.8)
- Opportunity to learn, broaden experience,
training programs (6.6)
42Leading Technical Professionals
- Dimensions of technical leadership
- Coach for peak performance
- Run organizational interference
- Orchestrate professional development
- Expand individual productivity through teamwork
- Facilitate self-management
43Leading Technical Professionals
- Leading as orchestration -- McCall
- Technical competence.
- Controlled freedom.
- Leader as metronome.
- Work challenge.