LEADERSHIP

Trust men and they will be true to you; treat them greatly and they will show themselves to be great. Ralph Waldo Emerson

Leadership

The ability to influence a group toward the achievement of goals When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them. Sherman, 1995

What Is Leadership?
Leadership

The ability to influence a group toward the achievement of goals.

Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.

Managers Vs Leaders
Manager Characteristics Administers A copy Maintains Focuses on systems and structures Relies on control Short range view Asks how and when Eye on bottom line Imitates Accepts the status quo Classic good soldiers Does things right Leader Characteristics Innovates An original Develops Focuses on people Inspires trust Long range perspective Asks what and why Eye on horizon Originates Challenges the status quo Own person Does the right thing

What skills do leaders need?

Personal Skills

Coping with stressors Managing time Delegating

2.Managing stress

1.Developing Self-awareness

3. Solving Problems creatively Using the rational approach Using the creative approach Fostering innovation in others

Determining values and priorities Identifying cognitive style Assessing attitude toward change

Interpersonal Skills

Coaching Counseling Listening

5. Gaining power and influences

Gaining power Exercise influence Empowering others

4. Communication supportively 7. Management conflict

6. Motivating others

Identifying causes Selecting appropriate strategies Resolving confrontations

Diagnosing poor performance Creating a motivating environment Rewarding accomplishment

Technical Skills
Knowledge of: work operations. Procedures and equipments Markets Clients and competitors

Conceptual skills
Ability to analyse complex events Perceive trends and changes Indentify problems Knowing financial status of the firm

TRAIT APPROACHES TO LEADERSHIP

GHISELLI

LEADERS ARE BORN, NOT MADE

PHYSICAL CHARACTERISTICS
APPEARANCE, HEIGHT, AGE

PERSONALITY
EXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS

INTELLIGENCE
KNOWLEDGE, ABILITY, JUDGMENT

SOCIAL CHARACTERISTICS
TACT, DIPLOMACY, SOCIABILITY, FLUENCY

THE BIG FIVE PERSONALITY TRAITS *** EXTROVERSION (AMBITION, ENERGY)

** CONSCIENTIOUSNESS ** OPENNESS TO EXPERIENCE * EMOTIONAL STABILITY (SELF-CONFIDENCE) AGREEABLENESS

Trait Theory
Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

Leadership Traits:
Ambition and energy The desire to lead

Honest and integrity

Self-confidence Intelligence

High self-monitoring
Job-relevant knowledge

Trait Theory
Earliest approach Identify great person from masses Certain traits = success/effectiveness As basic as height, complex as intelligence Recent resurgence

Trait Theories
Limitations:
No universal traits found that predict leadership in all situations.
Traits predict behavior better in weak than strong situations. Unclear evidence of the cause and effect of relationship of leadership and traits.

Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

Behavioral Theories
Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders.

Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.

Ohio State Studies

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

University of Michigan Studies

Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.

The Managerial Grid

(Blake and Mouton)

The Managerial Grid

High
9 1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a common stake in organization purpose leads to relationship of trust and respect

Concern for people

5 4

5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 5 6 7 8 9

Low

1 1 2 3 4

Low

Concern for production

High

Scandinavian Studies
Development-Oriented Leader

One who values experimentation, seeking new ideas, and generating and implementing change.
Researchers in Finland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior. Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior.

Contingency Theories
Fiedlers Contingency Model The theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person is taskor relationship-oriented.

Fiedlers Model: Defining the Situation

Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader.

Task Structure
The degree to which the job assignments are procedurized. Position Power Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Findings from Fiedler Model

Cognitive Resource Theory

Cognitive Resource Theory A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader. Research Support:
Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people.

Hersey and Blanchards Situational Leadership Theory

Situational Leadership Theory (SLT) A contingency theory that focuses on followers readiness.
Unable and Unwilling Unable but Willing Able and Unwilling Able and Willing

Follower readiness: ability and willingness

Leader: decreasing need for support and supervision
Directive High Task and Relationship Orientations Supportive Participative Monitoring

Leadership Styles and Follower Readiness (Hersey and Blanchard)

Follower Readiness
Able Unwilling Willing
Supportive Participative Leadership Styles Monitoring

Unable

Directive

High Task and Relationship Orientations

Path-Goal Theory
Path-Goal Theory
The theory that it is the leaders job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

The Path-Goal Theory