COMMUNICATION IN COMMUNICATION IN ORGANIZATIONORGANIZATIONCOMMUNICATION IN COMMUNICATION IN ORGANIZATIONORGANIZATION

LEADER COMMUNICATION IN LEADER COMMUNICATION IN ORGANIZATIONSORGANIZATIONS

LECTURE 8a

What Do We Know About Good Leadership?

One Best Way Good leaders have certain characteristics

in common Contingency Theories

Good leadership depends on the situation

APPROPRIATE LEADER STYLE?

LEADER STUDIES: LEADER STUDIES: 1940-50’S OHIO STATE OHIO STATE U. OF MICHIGAN U. OF MICHIGAN BEGAN WITH 1000 DIMENSIONS - FOUND TWO THAT BEGAN WITH 1000 DIMENSIONS - FOUND TWO THAT

MATTEREDMATTERED EFFECTIVE LEADERSEFFECTIVE LEADERS

INITIATE STRUCTURE INITIATE STRUCTURE (PRODUCTION (PRODUCTION ORIENTED) ORIENTED)

ASSIGNS WORK, SETS STANDARDS)ASSIGNS WORK, SETS STANDARDS) CONSIDERATIONCONSIDERATION (EMPLOYEE ORIENTED) (EMPLOYEE ORIENTED)

MUTUAL TRUST, RESPECTS EMPLOYEESMUTUAL TRUST, RESPECTS EMPLOYEES MANY STUDIES: MANY STUDIES: “HIGH-HIGH” “HIGH-HIGH” IS ‘ONE BEST IS ‘ONE BEST

WAY’WAY’

CONTINUUM OF LEADERSHIP CONTINUUM OF LEADERSHIP BEHAVIOURBEHAVIOUR

AUTHORITARIANAUTHORITARIANLEADERSHIPLEADERSHIP

DEMOCRATICDEMOCRATICLEADERSHIPLEADERSHIP

Use of authority Use of authority by leaderby leader Area of freedomArea of freedom

for membersfor members

Leader makes Leader makes decision anddecision andannouncesannounces

Leaders gives Leaders gives group freegroup free reign withreign withlimits limits

Leader presentsLeader presentstentativetentative

FISHER

Blake & Mouton: The Managerial Grid

Same Dimensions, More Styles

LEADER BEHAVIOR-STYLE IGNORES SITUATION

NEITHERNEITHER DEMOCRATIC NOR DEMOCRATIC NOR AUTHORITARIAN BEHAVIOR IS AUTHORITARIAN BEHAVIOR IS EFFECTIVEEFFECTIVE IN EVERY IN EVERY SITUATIONSITUATION

LEADER’S NEED TO BELEADER’S NEED TO BE FLEXIBLE FLEXIBLE AND AND KNOW KNOW WHEN TO DO WHATWHEN TO DO WHAT

SITUATIONAL SITUATIONAL CONTINGENCIESCONTINGENCIES (CHANGES OF CONTEXT)(CHANGES OF CONTEXT)

FISHERFISHER

SITUATION DOES MAKE A DIFFERENCE: EXAMPLE

Study of high performance US Army Commando Team

During planning the group functioned democratically - an adhocracy.

During execution of mission it was a tightly controlled bureaucracy; each individual had a specific task, changes in plan were only made by commanding officer - autocratic leader

Post execution back to adhocracy to share info on the mission and learn for future - democratic leadership

PATH-GOAL LEADERSHIP:PATH-GOAL LEADERSHIP:RESPONDING TO SITUATIONSRESPONDING TO SITUATIONS

LEADERSLEADERS

CLARIFY PATH TO GOALCLARIFY PATH TO GOAL REDUCE OBSTACLES TO GOALREDUCE OBSTACLES TO GOAL INCREASE OPPORTUNITIES FOR INCREASE OPPORTUNITIES FOR

PERSONAL SATISFACTION ALONG THE PERSONAL SATISFACTION ALONG THE WAYWAY

GIVE REWARDS LINKED TO INDIVIDUAL GIVE REWARDS LINKED TO INDIVIDUAL PERFORMANCE AND WANTSPERFORMANCE AND WANTS

FISHERFISHER

CONTINGENCY LEADERSHIPCONTINGENCY LEADERSHIP LEADER SUCCESS DEPENDS IN PART ON LEADER SUCCESS DEPENDS IN PART ON

FOLLOWERSFOLLOWERS SO LEADERS CAN BE:SO LEADERS CAN BE:

DIRECTIVEDIRECTIVE SUPPORTIVESUPPORTIVE PARTICIPATIVEPARTICIPATIVE

RESULTING MOTIVATIONRESULTING MOTIVATION DEPENDS ON DEPENDS ON EMPLOYEES ABILITIESEMPLOYEES ABILITIES TASK STRUCTURETASK STRUCTURE DEGREE OF COOPERATION IN WORK GROUPDEGREE OF COOPERATION IN WORK GROUP EMPLOYEES’ LOCUS OF CONTROLEMPLOYEES’ LOCUS OF CONTROL

PATH-GOAL LEADERSHIP:PATH-GOAL LEADERSHIP:RESPONDING TO SITUATIONSRESPONDING TO SITUATIONS

COMMUNICATION IN COMMUNICATION IN ORGANIZATIONORGANIZATIONCOMMUNICATION IN COMMUNICATION IN ORGANIZATIONORGANIZATION

LEADER COMMUNICATION IN LEADER COMMUNICATION IN ORGANIZATIONSORGANIZATIONS

LECTURE 8b

TRANSFORMATIONAL TRANSFORMATIONAL LEADERSLEADERS

PROMPTS FOLLOWERS TO EXPAND PROMPTS FOLLOWERS TO EXPAND THEIR NEEDS AND WANTSTHEIR NEEDS AND WANTS

TO SEE VALUE IN THEIR WORKTO SEE VALUE IN THEIR WORK WORK TRANSCENDS SELF-INTERESTWORK TRANSCENDS SELF-INTEREST DEVELOP COMMITMENTDEVELOP COMMITMENT RAISE CONSCIOUSNESSRAISE CONSCIOUSNESS

THIS IS ACTIVE, PARTICIPATIVE, THEORY THIS IS ACTIVE, PARTICIPATIVE, THEORY Y LEADERSHIPY LEADERSHIP

FAR LESS DEPENDENT ON EXTERNAL FAR LESS DEPENDENT ON EXTERNAL REWARDS AND MOTIVATIONREWARDS AND MOTIVATION

THE FOUR ‘I’s” OF THE FOUR ‘I’s” OF TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIP

Individualized consideration Leader as mentor; assumes each employee has different needs; removes

“road blocks” inhibiting followers performance.

Intellectual stimulation Gives reasons/ways for people to change the way they think about work

problems and their own personal attitudes; encourages employee to help leaders re-think “old” problems

Inspirational motivation Strengthened when a vision/mission shared by co-workers. Leader stays optimistic in times of crisis; searches for creative methods to

reduce employees’ duties and workloads.

Idealized influence Based on respecting others; building confidence and trust in overall mission;

followers likely to imitate leaders when they see them achieving desired results.

TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIP‘ONE BEST WAY’ IS BACK‘ONE BEST WAY’ IS BACK

Check out the Saturn Example in reading and as a linked video on lecture schedule from last week.

Saturn built to have self-managed teams at every level With co-management by the union