HAS 3260 Leadership Dr. Burton. "Learning is not compulsory... neither is survival." - W. Edwards Deming "It is not necessary to change. Survival is not

HAS 3260HAS 3260

LeadershipLeadership

Dr. BurtonDr. Burton

• "Learning is not compulsory... neither is survival." - W. Edwards Deming

• "It is not necessary to change. Survival is not mandatory." - W. Edward Deming

Leading -- to Inspire EffortLeading -- to Inspire Effort

• Planning AheadPlanning Ahead– What is leadership?What is leadership?

– How do leaders gain and use power?How do leaders gain and use power?

– What are the important leadership traits and What are the important leadership traits and behaviors?behaviors?

– What can be learned from contingency theories of What can be learned from contingency theories of leadership?leadership?

– What are current trends in leadership development?What are current trends in leadership development?

Can a leader by irrelevant to goal attainment?• Substitutes

– Employee characteristics• Experience• Skill level and training• Need for autonomy

– Job Characteristics• Well defined and routine• Intrinsically satisfying

– Organizational Characteristics• Explicit formalized goals• Rigid rules and procedures• Cohesive work groups

Are leaders born?

Why do ordinary people achieve great things?• 50% of all CEOs of Fortune 500 companies

had C average or worse in college.

• Nearly 75% of all U.S. presidents were in the bottom half of their school classes.

• 50% of all millionaire entrepreneurs never finished college.

“The answer is passion. Nothing can take the place of passion in a leader’s life.” Source: John Maxwell

“World Class Leaders”Rosabeth Moss Kanter

• Lesson on leadership…”are often drawn from disparate figures as Jesus Christ, Mahatma Ghandi, Attila the Hun, and Niccolo Machiavelli.”

• “Many leaders of historical renown and many contemporary leaders of traditional institutions succeeded by focusing on the needs of their own organization and by being the best advocate for the interests of their own group.”

• “Leaders of the future can no longer afford to maintain insularity. It is simply not an option in an increasingly borderless world of … customer power.”

Charisma

• The ability to draw people to you.

• It can be developed.

Roadblocks to charisma

Pride: Nobody wants to follow a leader who thinks he is better than everyone else.

Insecurity: If you are uncomfortable with who you are, others will be, too.

Moodiness: If people never know what to expect from you, they stop expecting anything.

Perfectionism: People respect the desire for excellence, but dread unrealistic expectations.

Cynicism: People don’t want to be rained on by someone who sees clouds around every silver lining.

To improve your charisma

• Change your focus.

• Play the first impression game.– Learn the person’s name.– Focus on her interests

• Share yourself.

“it’s all in the greetings and good-byes.”

Dolly Madison

Key Characteristics of Charismatic Leaders1. Idealized goal: Charismatic leaders have vision that proposes a future

better than the status quo. The greater the disparity between this idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leaders.

2. Ability to help others understand the goal: They are able to clarify and state the vision in terms that are understandable to others. This explanation demonstrates an understanding of the followers’ needs and, act as a motivating force.

3. Strong convictions about their goal: Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

4. Behavior that is unconventional: They engage in behavior that is perceived as being novel, out of the ordinary, and counter to norms. When successful, these behaviors evoke surprise and admiration in followers.

5. Assertive and self-confident: Charismatic leader have complete confidence in their judgement and ability.

6. High self-monitoring: Supervisors who can easily adjust their behavior to different situations.

7. Appearance as a change agent: They are perceived as agents of radical change rather than as caretakers of the status quo.

Becoming a Leader• Technical Skills

– Become an expert

• Conceptual Skills– See the Big Picture

• Networking Skills– Take care of your people

• Human-Relations Skills– Coaching, Facilitating, Supporting

Five common Misconceptions about leadershipby John Maxwell

• The Management Myth– Leading and managing are not the same

• The Entrepreneur Myth– All salespeople and entrepreneurs are not leaders

• The Knowledge Myth– IQ does not necessary equate to leadership

• The Pioneer Myth– Being out front of the crowd in not leading

• The Position Myth– “Its not the position the makes the leader, it the leader

that makes the position” Stanley Huffty

Points of Self-discipline for leadersby John Maxwell

• Challenge your excuses– “Almost all our faults are more pardonable than the methods we

think up to hide them.” Francois La Rouchefoucauld

• Remove rewards until the job is done– “Any Business that pays equal rewards to its goof-offs and its

eager-beavers sooner or later will find itself with more goof-offs.” Mike Delaney

• Stay focused on results– “Talent without discipline is like an octopus on roller skates.

There’s plenty of movement, but you never know if it’s going to be forward, backward, or sideways.” H. Jackson Brown Jr.

Schermerhorn - Chapter 13 15

The Nature of Leadership

• Leadership and Vision– Leadership

• process of inspiring others to work hard to accomplish important tasks

– Vision• someone who has clear sense of future



• Leadership and Power– Power

• ability to get someone else to do what you want them to



• Sources of Position Power– Reward

• influence through rewards

– Coercive• influence through

punishment

– Legitimate• influence through authority



• Sources of Personal Power– Expert

• influence through special expertise

– Referent• influence through

identification



• Turning Power Into Influence– centrality– criticality– visibility



• Turning Power Into Influence– position power and interpersonal skills

• no substitute for expertise

• likable personal qualities are very important

• effort and hard work breed respect

• personal behavior must support expressed values


•The Nature of Leadership

• Acceptance Theory of Power– the other person must

• understand the directive

• feel capable of carrying out the directive

• feel the directive is in the organization’s best interests

• believe the directive is consistent with personal values

Empowerment



• Leadership and Empowerment– benefits

• allows people to act independently

• manager gains power

• creates positive relationships

• builds reference power

TRAITSTRAITSTRAITSTRAITS

Drive

Intelligence

Self-confidence

Desire to InfluenceOthers

RelevantKnowledge

Honesty andMoral Character

Six Traits of Effective Leadership


Leadership Traits and Behaviors

• Search for Leadership Traits– drive

– desire to lead

– motivation

– honesty and integrity

– self-confidence

– intelligence and knowledge

– flexibility


Leadership Traits and Behaviors

• Focus on Leadership Behaviors– Task and People Concerns

• task concern – plans and defines work to be

done

– assigns task responsibilities

– sets clear work standards

– urges task completion

– monitors results


•Leadership Traits and Behaviors

• Focus on Leadership Behaviors– Task and People Concerns

• people concern– acts warm and supportive

– develops social rapport with them

– respects their feelings

– sensitive to their needs

– shows trust in them


•Leadership Traits and Behaviors

• Focus on Leadership Behaviors– Styles

• abdicative or laissez-faire

• directive or autocratic

• supportive or human relations

• participative or democratic


Contingency Approaches to Leadership

• Fiedler’s Contingency Model– good leadership

depends on a match between leadership and situational demands

• least-preferred coworker scale (LPC)



• Fiedler’s Contingency Model– Diagnosing situational control

• leader-member relations (good or poor)

• degree of task structure (high or low)

• amount of position (strong or weak)



• Fiedler’s Contingency Model– Matching leadership style and situation

• task oriented leader is most successful– very favorable (high control)

– very unfavorable (low control)

• relationship oriented leader is most successful– moderate control situation

Fiedler’s Leadership FindingsSituationalFactors I II III IV V VI VII VIII

Respect forFollowers Good Good Good Good Poor Poor Poor Poor

StructuredJobs High High Low Low High High Low Low

Influence overEmploymentProcess Strong Weak Strong Weak Strong Weak Strong Weak

PreferredLeaderBehavior Task Task Task People People People Task Task Centered Behavior



• Hersey-Blanchard Situational Leadership Model– Leaders adjust their styles depending on the

readiness of their followers• readiness

– how able, willing and confident followers are to perform tasks

Situational LeadershipLeader behaviors

High Relationship

andLow Task

High Taskand

HighRelationship

High TaskandLow

Relationship

Low Relationship

andLow Task

(Low) Task Behavior (High) (Lo w

)

Rel

a ti o

n sh i

p B

ehav

ior

(H

igh )

(Directive Behavior)

(Sup

por t

i ve

Beh

avio

r)

R4 R3 R2 R1

High LowModerate

Mat

ure

Imm

ature

Telling

SellingPa

rtic

ipat

ing

Delegatin

g

Follower Readiness


Developments in Organization Structures

• Network Structures– central core that is linked through networks of

relationships with outside suppliers of essential services

• boundaryless organizations

• virtual corporations



• Matching Hersey-Blanchard Leadership Styles to Follower Readiness– Delegating = high readiness– Participating = moderate to high readiness– Selling = low to moderate readiness– Telling = low readiness



• House’s Path-Goal Leadership Theory– directive– supportive– achievement-oriented– participative



• Substitutes for Leadership– Subordinate characteristics– Task characteristics– Organizational characteristics



• Vroom-Jago Leader-Participation Theory– Choosing the best decision-

making method• authority

• consultative

• group



• Vroom-Jago Leader-Participation Theory– Effective Leadership

• know when each decision method is best

• be able to implement well



• Vroom-Jago Leader-Participation Theory– Use group-oriented decision-making when

• leaders lack sufficient information

• problem is unclear

• acceptance of decision by others is important

• adequate time is available



• Vroom-Jago Leader-Participation Theory– Use authority-oriented decision-making when

• leaders have expertise to solve problem

• leader is confident and capable of acting alone

• others are likely to accept the decision

• little or no time available for discussion


Trends in Leadership Development

• What is Transformational Leadership?– Use of charisma and

related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns



• Transactional Leadership– Use of tasks, rewards

and structures to help followers meet their needs while working to accomplish organizational objectives



• Qualities of Transformational Leaders– vision– charisma– symbolism– empowerment– intellectual stimulation– integrity

Directions in Leadership Development

• Emotional Intelligence (EI)– ability to understand and deal well with

emotions at work– threshold capabilities are technical or

knowledge-based skills– excellence in leadership depends on EI– can be learned

5 Components of EI

• Self-awareness

• Self-regulation

• Motivation

• Empathy

• Social skill

?Do Men and Women Lead Differently



• Gender and Leadership– Women may be more

prone to democratic and participative behaviors

– Men may be more transactional



• “Good Old-Fashioned” Leadership– define and establish a sense of mission– accept leadership as responsibility rather than

rank– earn and keep trust of others



• Ethical Aspects of Leadership– responsibility to set high ethical standards– obligation to supply necessary spark to awaken

potential– high expectations tend to generate high

performance

“The first key to greatness is to be in reality what we appear to be.”

Socrates

Second Tier Leaders

• What is a 2nd tier leader?

• What behaviors are required that are different from 1st tier leaders?

• What are the career implications for 2nd tier leaders?– If successful?– If failed?

“The secret of success in life is for a man to be ready for his time when it comes.”

Benjamin Disraeli

Documents

HAS 3260 Leadership Dr. Burton. "Learning is not compulsory... neither is survival." - W. Edwards Deming "It is not necessary to change. Survival is not