Leadership

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Leadership

• Lecture 17

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Pete Rose on Leadership

• Some players you pat their butts,
• some you kick their butts,
• some players you leave alone.

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Power

• Position Power
• Personal Power

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Position Power

• Legitimate (Traditional) Power

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Position Power

• Reward Power

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Position Power

• Coercive Power

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Position Power

• Whatever the organization giveth, the
  organization can take away

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Personal Power

• Expert Power
• Knowledge, Skills, and Abilities (KSA)

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Personal Power

• Referent Power (Charisma)

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Personal Power

• Referent Power (Charisma)

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Personal Power

• You are the locus of this power, not your
  position
• You can take this power with you to other
  organizations

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Leadership

• Why do some people make better leaders than
  others?
• Why is it helpful to organizations to identify
  leaders early?

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The Quest for Leadership Qualities
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Three Approaches to Studying Leadership

• Trait Approach
• Behavioral Approach
• Situational Approach

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Trait Approach

• Aka the Great Man approach
• looking for the Born Leader

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What Characteristics do Leaders Possess?

• Intelligence (Knowledgeable)
• Self-Confidence
• Extroverted
• Good Communicators

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But, these traits can be learned

• For example, as ones communication skill (a
  learned trait in itself) improves, one becomes
  more self-confident

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Continuing the Quest

• Perhaps its not who a person is, but what a
  person does that matters

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Behavioral Approach

• Two dimensions of leader behavior were identified
  in multiple studies
• Task Orientation Get the Job Done
• Employee Orientation Openness and friendliness
  of leader, concern for subordinates

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Blake Mouton Grid

• Included the two dimensions of leader behavior
• Identified 5 distinguishable styles of leadership

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1,9 9,9



5,5



1,1 9,1
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5 Leadership Styles

• 1,1 Impoverished or Laissez-Faire
• 5,5 Middle of the Road or Organization Man
• 1,9 Country Club
• 9,1 Authoritarian or Task
• 9,9 Team or Democratic

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Behavioral Approach

• Seems to have answered which is the best style in
  general, but raises other questions, including
• What style works best in particular situations?

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Situational or Contingency Approach

• In what situations does a particular style work
  more effectively?
• How do you identify one situation from another?
• What are the essential characteristics of a
  situation?

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Fiedler and his associates

• Developed a Contingency or Situational model of
  leadership
• Identified four factors to consider when defining
  a situation

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Fiedlers Model

• Managerial Characteristics
• Subordinate Characteristics
• Task Characteristics
• Organizational Characteristics

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Fiedlers Model

• Combined those four characteristics into three
  questions about a situation
• Leader-Member Relations Good or Bad?
• Task Structure Structured or Unstructured?
• Position Power of the Leader Strong or Weak?

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Fiedlers Model

• Task
• Task
• Task
• Employee
• Employee
• Employee
• Task
• Task

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Fiedlers Model

• In Very Certain situations, or Very Uncertain
  situations, a Task style seems to work best
• In Moderately Certain situations, an Employee
  style seems to work best

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Fiedlers Model

• When things are quite clear, or very chaotic,
  people respond well to being told what to do.
• Task Orientation
• When the situation is moderate, people often need
  to be convinced or appealed to.
• Employee Orientation

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Two Uses for Fiedler in Organizations

• Find the right place (situation) for a managers
  leadership style

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Two Uses for Fiedler in Organizations

• Provide additional training for the manager to
  better match his/her situation