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Leadership: Theory and practice.
Simon Booth
Management: Year 1. Lent Term week 3
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Sources:
Daft, R, L, 1999, Leadership Theory and
Practice. The Dryden Press. Fort Worth.DuBrin, A.J, 1998, Leadership. Houghton
Mifflin. Boston.
Hofstede. G, 2001. Cultures consequences.
2nd edition. Sage. London.
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Sources:
House, R. J, 1999, Cultural Influences on
Leadership and Organisations. In Advances
in Global Leadership. JAI Press, NY.
Hughes, R, L., Ginnett, R, C., and Curphy, G,
J., 1999, Leadership, enhancing the lessons ofexperience. McGraw Hill, Boston.
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Bob House
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Theoretical context.
1. Leadership is significant influence on performance
in business.
2. Leadership is framed by culture. Different cultures,
leads to different types / styles of leadershipand
different performance potential.
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Propositions
1. MACRO (EXTERNAL) LEVEL. International
business = need to consider multiple cultural
contexts and how these effect leadership and
performance.
2. MICRO (INTERNAL) LEVEL. Inside each
business many different cultural ( and sub-cultural)tides will affect performance.
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Definitions
5 Different perspectives - definitions: 1. Individual Trait Perspective:
leadership is not just a set of skills, itrelies on subtle personal qualities
(Daft. P41) Can these be learnt ?
2. Management Perspective.leadership is an influence relationship
among leaders and followers whointend real changes that reflect theirshared purposes (Daft, p5.)
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Definitions (contd)
3. Organisational Situationperspective: (Hersey and Blanchard)nature of leadership depends on thecharacteristics of followers (readiness,willingness).
4. Process Perspective Leadership is
a process not a position (Hughes etal. p1) leadership is the process ofrelating followers, situation and tasks.
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Definitions (contd)
5. Contingency perspective: ( Fiedler)for a leader to be effective there must
be a fit between leader behaviour andthe situation.
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Robert House
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Robert House Path Goal Theory
Effective leadership (high productivity ANDmorale) depends on:
identifying the path to a goal that leads to
personal payoff and goal fulfillment
Contingency factors:
1. Person -type of follower (based on
locus of control how much control dothey have over the environment ?
Ability to undertake task.
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Robert House Path Goal Theory
2. Task -Type of task
3. Organisation-Authority system (PD)
4. Groups/ Work group.
Leader must evaluate all 4 contingency
factors to find the appropriate style ofleadership.
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Robert House Path Goal Theory
Four possible styles of leaderStyle Task Members
1. Directive Unclear Unsure
2. Supportive Stressful Frustrated
3.Participative Changing Able/willing
4.Achievement Ambiguous Ambitious
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Paul Hersey and Ken Blanchard
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Paul Hersey and Ken Blanchard
Situational Leadership: Two key axes:1. Task behavior (low T highT)
2. Relationship behavior (lowR highR)
Members are either:
R1 Unable and Unwilling (UU)
R2 Unable but willing (UW)R3 Able but Unwilling (AU)
R4 Able and Willing (AW)
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Paul Hersey and Ken Blanchard
Situation Members Leader styleLR/LT AW Delegating
HR/LT AU Participating
HT/HR UW Selling
HT/LR UU Telling
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What does recent research say?
Global Leadership and OrganisationalEffectiveness Research Project.
1994 2006
44 countries
Over 13,000 respondents
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GLOBE - Cultural context of leadership.
1. High Power Distance (7) v Low Power Distance (1)
2. UA. High need for security (7) v Low (1)
3. Gender Egalitarianism High (7) v Low (1)
4. Collectivism I (Society) High (7) v Low (1).
5. Humane orientation High (7) v Low (1)
6. High Assertiveness(7) v Low assertiveness(1)
7. Future orientation High (7) v low (1)8. Collectivism II (Family) High (7) v Low (1)
9. Performance orientation High (7) v Low (1)
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Leadership: Method of analysis.
112 questions on attributes ofoutstanding leaders.
Statistical analysis:
Principal Component Analysis (FactorAnalysis) :
Identifies underlying dimensions andassociations within the data, based on
correlations and analysis of variance.Figures show the strength of
association within the dimension
L d hi l U i ll d d
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Leadership results: Universally endorsed-The Inspirational coach
Morale booster .767
Confidence builder .719
Encouraging .711
Trustworthy .686
Honest .678Plans ahead .647
Intelligent .587
Informed .583
Foresight .566Intellectually Stimulating .563
% of variance explained by this dimension 17.5%
L d hi l M d l d d
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Leadership results: Moderately endorsed-The Orderly Organiser
Procedural .677Formal .646
Patient .606
Orderly .550
Cautious .546Organized .537
Collaborative .521
Risk Averse .505Habitual .487Modest .476
% of variance explained by this dimension 7.1%
L d hi l I hibi i
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Leadership results: Inhibiting-The Merchant adventurer
Ruthless .515
Ruler .463
Able to anticipate .448
Organized .431
Egotistical .421Dictatorial .421
Wilful .420
Non-egalitarian .417
Domineering .404Self interested .403
% of variance explained by this dimension 6.2%
Li i d d d
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Leadership results:Limited endorsedTheCompassionate visionary
Team building .438Inspirational .423Compassionate .416Self sacrificial .409Motivational .378
% of variance explained by this dimension 4.1%
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England. Organisational culture endorsesinternal leadership which:
1. Seeks to reduce Power Distance. Implication: Push down power and decision making. Reduce levels of management. Make individuals responsible and accountable.
2. Aims for organisation with less control.Implication: Self control not management control. Reduce rule based decision making, givediscretion.
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England. Organisational culture endorsesinternal leadership which:
3. Shows more assertiveness (different to societallevel). Implication: Identify clear goals. Set out clear methods Set challenge then let people go for it.
4. Shows more humanity. Implication: Treat people fairly.
5. Seeks to support the wider society. Implication: Create mutually beneficial links.
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England. Organisational culture endorsesinternal leadership which:
6. Adopts a stronger future orientation.Implication: Focus on future organisational and personalaims, gaols and rewards.
7. Shows willingness to tackle inequality.Implication: Eliminate pay differences by sex. Eliminate inequality in promotion.
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England. Organisational culture endorsesinternal leadership which:
8. Seeks to actively support the family.Implication: Create a family friendly organisation. Provide support for working mums
9. Aims for a more performance orientatedorganisation. Implication: Establish a performance culture. Create achievable performance goals. Support and train people to achieve them.
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Lessons: Leadership and Individual
The Inspirational coachis culturallyuniversally endorsed leadershipapproach in the English survey ofmanagers.
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Leadership and groups
Adopting and acting on Inspirational Coach /Organisational Culture findings will lead (ceterisparibus) to:
Cultural congruity.
Organisational acceptance of leadership approach.
Endorsement of need for organisational change.
Acceptance of leadership approach in adoptingchange.
Limitation: Application to organisation only afterconfirmatory assessment.
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Leadership in intercultural context
Inspirational Coach endorsed in all cultures.
Deduction: adopting this approach will lead(ceteris paribus) to:
Acceptance by followers in any cultural setting.
Organisational acceptance of leadershipapproach.
Limitation: Application to organisation only after
confirmatory assessment of followers/organisational issues.
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Final lessons
New Insights from this research (valid and reliablesocial science).
Organisation culture matters (evidence offrustration, lack of performance).
Leadership matters (evidence of unacceptableleadership approaches likely to inhibitperformance).
Universal findings are startling: where might theynot apply ?
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