3. Human Resource Management c. Leadership of individuals

1
3. Human Resource Management c. Leadership of
individuals groups

• Session Overview
• The Theory
• Leading individuals
• Luthans work
• Judy Komakis work
• Houses Path-goal leadership theory
• Managing groups
• Team Building
• The Practice

2
In category 1 of the Baldrige award they look at
leadership. We visit this again because of its
importance to making the whole system work.
Leaders needs to be personally involved in
creating and sustaining values, organization
direction, performance expectations, customer
focus, and performance excellence for now and
continuously improving
We visit this again, now to tie things together
in building behaviors in leaders to meet these
goals.
3
For team building, remember we are still in
category 5 of the Baldrige..
Hence we wish to develop the work force to its
full potential, aligned with the organizations
objectives. We also want to build maintain an
environment conducive to performance
excellence, full participation, personal and
organizational growth.
4
In practice 10-1
Improving personal leadership.... Use the BCM
model to modify your own behaviors to enhance
your own leadership effectiveness.......
Consider 2 behaviors related to your
own personal effectiveness
5
1. Leading Individuals

• What is leadership?
• What are attributes of good leaders?
• Making leadership a natural part of your life.

6
Here some other things we know about what makes
an effective manager

• Luthans-what real manager do/the difference
  between effective and successful managers
• Judy Komaki-behavioral charting of leaders.
• Houses path goal theory

7
Luthans, what real managers do
Networking 19
Traditional Management 32
Human Resources 20
Routine Communications 29
8
Luthans, what real managers do
Networking 19
Effective Managers Successful Managers
Communications and Human Resources
Spend more time networking
Traditional Management 32
Human Resources 20
Routine Communications 29
9
Judith Komaki
Bank Managers
Work related -23.2
Solitary - 55
antecedents 5.8
consequences 4.9
own performance 3.9
Non-work related 2.7
monitors 4.3
10
More successful managers....
Work related -23.2

• were ones who monitored performance directly (one
  on one)
• consequences also seemed to support.

antecedents 5.8
consequences 4.9
own performance 3.9
Non-work related 2.7
monitors 4.3
11
Komakis study of team effort..

• showed monitoring was of prime importance
• providing consequences 2nd

12
Houses path-goal theory of leadership

• . Recognize /or arouse subordinates needs for
• outcomes that the leader has control.
• . Increase personal payoffs to subordinates for
• goal attainment.
• . Make paths easier to travel through coaching
• . Help subordinates clarify expectancies
• . Reduce frustrating barriers
• . Increase the opportunities for personal
  satisfaction
• contingent on effective performance.

13
Two additional considerations

• Transformational Leadership Approaches-Burns
• Substitutes for Leadership - Kerr Jermier

14
Transformational vs. Transactional
Contingent rewarder Management by
exception Laissez faire
Transformational Leadership needed in a TQM
environment see video
Has charisma - provides vision Inspirational Intel
lectual Give personal attention - gets in your
face
15
Substitutes for Leadership - Kerr Jermiers
Text 277-278
Subordinate characteristics experience,
ability, training, professional orientation
attitude toward organizational rewards Task
characteristics structure or routine
KR within the task Intrinsically
satisfying task pay for performance use of
metrics/objectives Organization
characteristics cohesive work groups
formalization
All of these things can help
16
2. Effectively leading groups
So, what should the leader do about groups?
How can they help or hurt the goals of the
organization?
How can they help or hurt leadership
effectiveness?
17
So do we always need group-decision making?
When is it better to make a group decision versus
making the decision yourself?
Groups are not always terribly efficient, need
to balance acceptance vs. speed.
The Vroom- Jago Model can help.
18
AI
The Vroom-Jago Model
AI
D D D D
NO
Yes
E E E E
GII
Yes
NO
NO
AI
F F
AI
NO
Yes
A
Yes
GII
Yes
Yes
NO
Yes
CII
Yes
NO
NO
G
B
Yes
Yes
NO
AII
CI
NO
NO
Yes
AII
C
CII
NO
NO
CII
Yes
Yes
NO
Yes
GII
Text reference 275-277
NO
CII
19
The questions to ask (see chart) A. Is there a
quality standard that makes one alternative
superior to another? B. Does the leader have
sufficient information to make a good
decision? C. Is the problem structured? D. Is
acceptance of the decision by subordinates
important for effective implementation? E. If
the ldr made the decision, would it be accepted
by the subordinates? F. Do the subordinates share
the organizational goals to be attained by
solving this problem? G. Is conflict among
subordinates likely in preferred solutions?
Leadership Styles
AI- Autocratic. Manager makes the decision. AII -
Obtain the needed information from employees,
then manager makes the decision. Workers
provide info but not alternatives. CI -
Consultative. Share the problem individually (but
not as a group), seeking suggestions. Manager
makes the decision. CII - Share problem with
workers as a group, seeking suggestions and
possible alternative. Manager makes
the decision. GII - Group makes the final
decision.
20
At times groups can help, at times they can hurt.
Two major problems in using groups are the
social loafer and connecting rewards with
efforts.
21
So what does it take for
Quality Leadership
Organization Design work design to
maximize reaching of goals and employee
commitment
Setting direction values
monitoring (see cpt 15) upstream downstream
Setting performance goals rewards based on
performance
Designing effective efficient processes
Matching capacity with demand fluctuations
Keep assessing the external internal
environments
Knowing the needs of the customer
Get the best of the employees which involves.
22
Getting the best out of employees involves.
Komaki would say - personal monitoring of
performance and reacting to it Luthans would
say - measure performance and match rewards to
performance. House would agree. Hackman Oldham
would encourage the use of autonomy to increase
ownership in the task Many would say the quality
of personal relationships are important to
creating a positive culture Schachter would add
the importance of cohesive groups positive to
the goals of the organization. Many would say
building a trust relationship with those
being lead. Consistency, fairness, and
respectful - but focused on performance.
23
What behaviors are important that a
quality leader ought to exhibit and why?
What? Why?
24
In Practice 10-
2 1. Pick the problem number corresponding to
your group . 2. Demonstrate how you will use
good leadership behaviors to solve the problem.
Consider a. how you will manage your own
behaviors b. what behaviors you would target in
others how to measure these behaviors. c.
describe interventions you will try and why.
Hint apply BCM, path goal and what Komaki
advocated here.
1 6. A group that is not supportive of
organizational goals 2 7. The group that has
low levels of performance 3 8. The group that
does not seem to get along well together 4 9.
Your a member of a group that has no real
leader. 5 10. The group is not supportive of
management.
You have until