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Nature of Leadership

What Does It Mean to Be a Leader?

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Definition of Leadership

Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.

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Ex. 1.1 What Leadership Involves

Influence Intention

Followers

Shared purpose

Change

Personal responsibility and integrity

Leader

Leadership is a people’s activity and is different from administrative paper work or planning activities

Good followers

Effective leader Effective Follower

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Leadership and the business of living

Consider a leader

Leadership that has big outcomes often start small

Opportunities for leadership

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The new reality of leadership

A survey say that 84 % of the leaders surveyed say that the definition of effective leadership is changed in the first few years of leadership

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Ex. 1.2 The New Reality for Leadership

OLD ParadigmStability

Control

Competition

Uniformity

Self-centered

Hero

NEW ParadigmChange/crisis mgt.

Empowerment

Collaboration

Diversity

Higher purpose

Humble

Leadership and the wall street meltdown

Enron, WorldCom, Tyco and ArtherAnderson

Problems arises with loan originators

Failure of responsible leadership

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Management and Vision

Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.

Vision is a picture of an ambitious, desirable future for the organization or team

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Ex. 1.3 Comparing Management and Leadership

Management Leadership

Direction Planning and budgeting

Keeping eye on bottom line

Creating vision and strategy

Keeping eye on horizon

Alignment Organizing and staffing

Directing and controlling

Creating boundaries

Creating shared culture and values

Helping others grow

Reducing boundaries

Relationships Focusing on objects – producing/selling goods and services

Based on position power

Acting as boss

Focusing on people – inspiring and motivating followers

Based on personal power

Acting as coach, facilitator, servant

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Ex. 1.3 (contd.)

Management Leadership

Personal Qualities Emotional distance

Expert mind

Talking

Conformity

Insight into organization

Emotional connections (Heart)

Open mind (Mindfulness)

Listening (Communication)

Nonconformity (Courage)

Insight into self (Character)

Outcomes Maintains stability; creates culture of efficiency

Creates change and a culture of integrity

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Position power

A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as noncoercive behavior as an acceptable way of achieving desirable results.

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Theories of Leadership

Great Man Theories

Trait Theories

Behavior Theories

Contingency Theories

Influence Theories

Relational Theories

Great man theories

The Great Man theory is a 19th-century idea according to which history can be largely explained by the impact of "great men", or heroes: highly influential individuals who, due to either their personal charisma, intelligence, wisdom, or political skill utilized their power in a way that had a decisive historical impact. The theory was popularized in the 1840s by Scottish writer Thomas Carlyle.

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Trait Theories

The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure.

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Trait Theories….

Scholars taking the trait approach attempted to identify physiological (appearance, height, and weight), demographic (age, education and socioeconomic background), personality, self-confidence, and aggressiveness), intellective (intelligence, decisiveness, judgment, and knowledge), task-related (achievement drive, initiative, and persistence), and social characteristics (sociability and cooperativeness) with leader emergence and leader effectiveness.

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Trait Theories…

Successful leaders definitely have interests, abilities, and personality traits that are different from those of the less effective leaders. Through many researches conducted in the last three decades of the 20th century, a set of core traits of successful leaders have been identified. These traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as preconditions that endow people with leadership potential.

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Core Traits

Among the core traits identified are:

Achievement drive: High level of effort, high levels of ambition, energy and initiative

Leadership motivation: an intense desire to lead others to reach shared goals

Honesty and integrity: trustworthy, reliable, and open

Self-confidence: Belief in one’s self, ideas, and ability

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Core traits…

Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled

Knowledge of business: Knowledge of industry and other technical matters

Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.

Others: charisma, creativity and flexibility

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Behavior Theories

The Behavioral Theory of Leadership. In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors. They evaluated what successful leaders did, developed a taxonomy of actions, and identified broad patterns that indicated different leadership styles.

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…

There are two important Behavioral studies

Ohio State University (1940s)

As leadership studies that were aimed at identifying the appropriate traits didn't yield any conclusive results, a group of people from Ohio State University developed a list of 150 statements from their generated responses that included 1,800 hundred statements. The list was designed to measure nine different behavioral leadership dimensions. The resulting questionnaire is now well-known as the LBDQ or the Leaders Behavior Description Questionnaire.

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…

As part of the study, the LBDQ was administered to various groups of individuals ranging from college students and their administrators, private companies including military personnel. One of the primary purposes of the study was to identify common leadership behaviors. After compiling and analyzing the results, the study led to the conclusion that there were two groups of behaviors that were strongly correlated. These were defined as Consideration (People Oriented behavioral Leaders) and Initiating Structure (Task Oriented Leaders).

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Task oriented leaders

The task concerned leaders are focusing their behaviors on the organizational structure, the operating procedures (S.O.P.) and they like to keep control. Task-oriented leaders are still concern with their staff motivation; however it's not their main concern. They will favor behaviors that are in line with:

Initiating

Organizing

Clarifying

Information Gathering

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People oriented leaders

The people oriented leaders are focusing their behaviors on ensuring that the inner needs of the people are satisfied. Thus they will seek to motivate their staff through emphasizing the human relation. People oriented leaders still focus on the task and the results; they just achieve them through different means. Leaders with a people focus will have behaviors that are in line with:

Encouraging

Observing

Listening

Coaching and Mentoring24

University of Michigan (1950s)

Lead by the famous organizational psychologist, Dr. Rensis Likert, the leadership studies at the University of Michigan identified three characteristics of effective leadership; two of which were previously observed in studies that had been conducted at Ohio State University. The study showed that task and relationship-oriented behaviors weren't of major significance within the world of organizational psychology.

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Contingency theory

The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders. The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation.

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Influence Theories

Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.

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Relational Theory

Leader-Member Exchange (LMX) Theory (Graen & Uhl-Bien, 1995), also known as the vertical dyad linkage theory, proposes that the quality of the relationship between the leader and the subordinate influences performance-related outcomes (for both the leader and the subordinate). 

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Ex. 1.4 Top Seven Reasons for Executive Derailment

1. Acting with an insensitive, abrasive, intimidating, bullying style

2. Being cold, aloof, arrogant3. Betraying personal trust4. Being overly ambitious, self-centered, thinking of

next job, playing politics5. Having specific performance problems with the

business6. Overmanaging, being unable to delegate or build

a team7. Being unable to select good subordinates

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Framework for studyPart 1: Introduction to Leadership What Does It Mean to be a Leader?

Part 2: Research Perspectives on Leadership Traits, Behaviors, and Relationships Contingency Approaches

Part 3: The Personal Side of LeadershipThe Leader as an Individual Leadership Mind and HeartCourage and Moral Leadership Followership

Part 4: The Leader as a Relationship Builder Motivation and Empowerment Leadership Communication Leading Teams Developing Leadership Diversity Leadership Power and Influence

Part 5: The Leader as Social Architect Creating Vision and Strategic Direction Shaping Culture and Values Designing and Leading a Learning Organization Leading Change