Leadership

You asked me lots of leadership questions in the first class

How do you gain control and respect as the new manager?

There seems to be a lot of different kinds of styles of Management. Which do you think are the best approaches?

How much authority do managers really have?

How do you know how strict to act to your employees?

I could have easily put many others.

Going to explore these questions.

Focus on leadership. Then motivation.

What is the difference between management and leadership.

Planning, organizing, leading, controlling.

Leadership is an interpersonal process involving attempts to influence other people in attaining some goal.

Influencing others in a positive manner.

Core for influence--Power

Power is the capacity or ability to influence (others).

Examples of positive or negative influence.

Conflict of interests.

Types of power.

Legitimate (authority) Reward (reward) Coercive (punish) Expert (knowledge) Referent (respecting and liking)

Influence tactics More about how you do each type of power

in greater detail Expertise Rational persuasion, apprising. Referent Inspirational appeals,

consultation, personal appeals, ingratiation.

Legitimizing-legitimate Pressure exchange—reward punishment.

Empowerment

Sharing of power with others Normally meant as subordinates. Trend is to give power to others. Why? Service sector organizations

especially.

Not just about surrendering power. Expertise, self-confidence, training

to use power wisely. Can be abused. Need to establish

controls too. Especially in sales areas.

Trait approaches

Leaders are born and not made

Genetics and Leadership Books says that People in leadership

roles in an organization: Drive, motivation to lead, honesty/integrity, self-confidence, emotional maturity.

Emotional intelligence—awareness of others feelings;+ sensitivity to one’s own emotions and the ability to control them.

I would add conscientiousness.

Genetics and Twins

Twin directory. Some twins together, others in different family. Does family circumstances or genetics predict who goes into managerial positions?

Research suggests both, but more genetics.

Implications for effective leaderships

Select effect leaders. Its all genetics.

Identify right qualities.

My thoughts Increase the likelihood of success

(moving to higher management) but do not guarantee success.

Additionally success and effectiveness are different.

My opinion traits are important for selection. However, no one is born a perfect manager. Always room for improvement

Demand for exceeds the supply of genetically qualified leaders.

Need to develop leaders Ways to compensate for genetic

limitations.

One last comment Gender and leadership. Males are more

dominant as a whole (book mentions but does not emphasize). Does this create gender bias? Therefore could one assume that men genetically better leaders than women?

Not at all. Other research suggests women are better leaders than men. Broader lists of skills (learned not genetic). Women as whole do better than men on most skill dimensions

Leadership style

Lots of questions regarding this topic.

Hope to resolve them today.

Four Leadership Styles Derived from the Ohio State Studies

CD17-2Figure 17-2

High structure, high considerationThe leader provides a lot of guidanceabout how tasks can be completedwhile being highly considerate ofemployee needs and wants.

Low structure, high considerationLess emphasis is placed onstructuring employee tasks while theleader concentrates on satisfyingemployee needs and wants.

High structure, low considerationPrimary emphasis is placed onstructuring employee tasks whilethe leader demonstrates littleconsideration for employee needsand wants.

Low structure, low considerationThe leader fails to provide necessarystructure and demonstrates littleconsideration for employee needs and wants.

Low HighInitiating Structure

Low

High

Con

side

rati

on

Irwin/McGraw-Hill Copyright The McGraw-Hill Companies, 2001 All Rights Reserved

Similar to

Task and maintenance roles in groups.

Embodied in one person—the designated leader

The Leadership Grid®CD17-3Figure 17-3

Low 1 2 3 4 5 6 7 8 9 High

High

9

8

7

6

5

4

3

2

1

Low

Con

cern

for

Peo

ple

1,1Impoverishedmanagement

1, 9Country clubmanagement

5,5Middle-of-the

road management

9,9Team

management

9,1Authority-compliance

Source: From Leadership Dilemmas - Grid Solutions, p 29 by Robert R Blake and Anne Adams McCanse.Copyright © 1991 by Robert R Blake and the estate of Jane S Mouton. Used with permission. All rights reserved.

Concern for Production

Hershey Blanchard Situation Leadership

Research in general

9,9 or team is considered best in general. However, research increasingly suggests it depends.

Chain saw Al Dunlap and Sunbeam (p.318)

Thus managers need to be flexible.

Similarities and difference to grid

Some overlap of types Delegating is most significant

difference.

Substitutes for Leadership—Especially Task. Experience Subordinate Competence and

independence Structured tasks Feedback from the job itself Explicit goals Rules and procedures

Natural redundancy Insult. Especially individual

Fewer substitutes for Relationships Job is intrinsically satisfying. Close knit work units Subordinate competence and

independence

Compatible with Hershey Blanchard.

Readiness partially a function of person and situation. Looks at situational determinants of readiness.

Leadership across cultures

Interesting Some research we are doing. Share that with you.

Universally positive attributes

Trustworthy (but how you establish trust in different cultures varies)

Encouraging Honest Decisive Communicative Dependable

Universally Negative

Non-cooperative Irritable Dictatorial Ruthless Egocentric (self centered)

Others – it depends

Ambitious Cautious Cunning Exchange Power (my research) Empowering (my research)

Summary

Understand leadership style Have an initial image of leadership

style. May not be final image. Different leadership styles may be

effective. MOR may be best leadership style.

Flexible.

Answer lots of your questions.

Case p. 373