PMGT 402 103 W15 Leadership

7/31/2019 PMGT 402 103 W15 Leadership

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School of Business

PMGT 4 0 2Project Leadership

Mario Vasilkovs


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2PMGT 402 Week 15 Project Leadership

Agenda

Housekeeping:Assignment #2 Marked Today

Final:

Tuesday, Aug. 17, 1330-1530, E2-12 Multiple Choice & Short Answer

2 Hours

75/25

Final Exam Policy: Centennial ID

No Aids

No Breaks


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Agenda

Leadership:

Definition

Communications

Theories

Practice


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Project Leadership


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Leadership Explained

Figure 8-1


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Many have captured aspects:

Directing and coordinating the workof group members

An interpersonal relation in whichothers comply because they want to,not because they have to

Good leaders are those who buildteams to get results across a varietyof situations

PMGT 402 Week 15 Project Leadership


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Hughes, et al, 2009:

the process of influencing anorganized group toward accomplishing

its goals

And Leaders communicate



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Communications

Transfer and understanding of meaning

No transfer = no communication

No understanding = no communication

Agreement is not required Interpersonal communication

Communication between two or more people

Organizational communication

All the patterns, network, and systems ofcommunications within an organization



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Com m unicat ions Model

Message

Source: senders intended meaning

Encoding

The message converted to symbolic form Channel

The medium through which the messagetravels

Decoding

The receivers retranslation of the message

Noise

Disturbances that interfere withcommunications



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Com m unicat ions Model


Receiver

Message

Channel

Noise

Encoding Decoding

Feedback

Message

Sender

Exhibit 6-1


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Com m unicat ions Distort ions

Sender Encoding

Skills

Attitude, i.e. pre-existing ideas

KnowledgeSocio-Cultural System, i.e. beliefs, values

Message Product

Written or oral

ParaverbalsSymbols

Content



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Com m unicat ions Distort ions

Channel

Varying potentials for distortion

Multiple channels help compensate

Receiver DecodesSkills

Attitude, i.e. pre-existing ideas

Knowledge

Socio-Cultural System, i.e. beliefs, values

Feedback Loop

Same as Channel

Makes it communications, vs. messagingPMGT 402 Week 15 Project Leadership


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Com m unicat ions Channels


Exhibit 6-2


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Com m unicat ions Bar riers


Selective Perception:Reality is a subjective construct

Based on: needs, motivations,

experience Defensiveness

When threatened, reacting in a waythat reduces the ability to achieve

mutual understandingResult of perceived: sarcasm,

criticisms, judgements, impliedhumiliations, ...


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Language:Age, education, culture affect meaning

Specialized language, i.e. jargon

National CultureCulture influences the form, formality,openness, patterns, and use of informationin communications

English driving test--define:

Boot Bonnet

Hood

Pavement

Reservation


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Overcoming:

Use Feedback

Simplify Language

Listen Actively Total concentration

Total Empathy

Constrain EmotionsShut up and listen

Watch Nonverbal Cues


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Communications


Active Listening:

Don'tovertalk

Askquestions

Beempathetic

Exhibit affirmativehead nods and

appropriate facialexpressions

Avoid distractingactions orgestures

Make eyecontact

Paraphrase

Avoidinterrupting

speaker

ActiveListening

Exhibit 6-1


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Com m unicat ions Ne tw orks


Chain Network

Communication flows according to theformal chain of command, both upwardand downward

Wheel NetworkAll communication flows in and out

through the group leader (hub) to othersin the group

All-Channel NetworkCommunication flows freely among all

members of the work team


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Com m unicat ions Ne tw orks


Chain

ModerateHighModerateModerate

SpeedAccuracyEmergence of leaderMember satisfaction

Criteria

FastHighHighLow

FastModerateNoneHigh

Wheel All-Channel

Exhibit 6-4

Number of Channels = N(N-1)

2


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Leadership Theories


Trait Theories (1920s30s)Research that focused on identifying

personal characteristics thatdifferentiated leaders from nonleaderswas unsuccessful

Later research on the leadershipprocess identified seven traitsassociated with successful leadership:

Drive, the desire to lead, honesty andintegrity, self-confidence, intelligence, job-relevant knowledge, and extraversion


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Leadership Theories


TraitsDrive

Ambitious, Energetic, Persistant

Desire to lead Willingness to take responsibilityWinners want the ball

Honesty and integrity Build trust

Walk the talkSelf-confidence

Model doubt-free behavior

Fake it till you make it


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Leadership Theories


Traits (Continued)Intelligence

Envision, problem solve, right decisions

Job-relevant knowledge Company, industry, technical matters

Extraversion Sociable, assertive

MBTI dimension: Source of energy is other people


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Leadership Theories


Behavioral Studies:University of Iowa Studies (Kurt Lewin)

Identified three leadership styles: Autocratic style: centralized authority, low

participation Democratic style: involvement, high participation,

feedback

Laissez-faire style: hands-off management

Research findings: mixed results No specific style was consistently better for

producing better performance Employees were more satisfied under a democratic

leader than an autocratic leader


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Leadership Theories


Behavioral Studies (Continued):Ohio State Studies

Identified two dimensions of leaderbehaviour

Initiating structure: the role of the leader in defininghis or her role and the roles of group members

Consideration: the leaders mutual trust and respectfor group members ideas and feelings

Research findings: mixed results High-high leaders generally, but not always,

achieved high group task performance andsatisfaction

Evidence indicated that situational factors appearedto strongly influence leadership effectiveness


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Leadership Theories


Behavioral Studies (Continued):

University of Michigan Studies

Identified two dimensions of leader

behaviour Employee oriented: emphasizing personal

relationships

Production oriented: emphasizing taskaccomplishment

Research findings: Leaders who are employee oriented are strongly

associated with high group productivity and high jobsatisfaction


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Leadership Theories



Exhibit 8-3


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Leadership Theories



Blake & Mouton (1964)

Managerial Grid

Appraises leadership styles using twodimensions:

Concern for people

Concern for production


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Leadership Theories



Exhibit 8-4


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Leadership Theories


Contingency:

Fiedler Model Effective group performance depends upon the

match between the leaders style of interactingwith followers and the degree to which thesituation allows the leader to control andinfluence

Assumptions:

Different situations require different leadership

styles Leaders do not readily change leadership styles

Matching the leader to the situation or changingthe situation to make it favourable to the leaderis required


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Leadership Theories


Contingency:Fiedler Model (contd)

Least-preferred co-worker (LPC) questionnaire Determines leadership style by measuring responses to 18

pairs of contrasting adjectives High score: a relationship-oriented leadership style

Low score: a task-oriented leadership style

Situational factors in matching leader to thesituation:

Leader-member relations

Confidence, trust, respect in leader

Task structure

Degree that jobs are proceduralized

Position power

Control leader has over pay, promotion, firing,


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Leadership Theories


Contingency:Fiedler Model (contd)

Least-preferred co-worker (LPC) questionnaire Determines leadership style by measuring responses to 18

pairs of contrasting adjectives High score: a relationship-oriented leadership style

Low score: a task-oriented leadership style

Situational factors in matching leader to thesituation:

Leader-member relations

Confidence, trust, respect in leader

Task structure

Degree that jobs are proceduralized

Position power

Control leader has over pay, promotion, firing,


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Leadership Theories


Poor

Good

Highly FavourableSituation Favourableness: Moderate Highly Unfavourable

I

Good

High

Good

High

Strong Weak

Good

Low

Weak

Poor

High

Strong

Poor

High

Weak

Poor

Low

Strong

Poor

Low

Weak

Good

Low

Strong

II III IV V VI VII VIIICategory

Leader MemberRelations

Task Structure

Position Power

RelationshipOriented

TaskOriented

Exhibit 8-5


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Leadership Theories


Contingency:Hersey and Blanchards Situational

Leadership Theory (SLT)

Successful leadership is achieved byselecting a leadership style that matchesthe level of the followers readiness

Acceptance: do followers accept or reject aleader?

Readiness: do followers have the ability and

willingness to accomplish a specific task? Leaders must give up control as followers

become more competent Note that Situational Leadership is a registered trademark of The

Ken Blanchard Companies

http://www.kenblanchard.com/Permissions_Legal/


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Leadership Theories




Creates four specific leadership stylesincorporating Fiedlers two leadershipdimensions:

Telling: high tasklow relationship leadership

Selling: high taskhigh relationship leadership

Participating: low taskhigh relationship leadership

Delegating: low tasklow relationship leadership


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Leadership Theories




Identifies four stages of follower readiness: R1: followers are unable and unwilling

S1: Tell

R2: followers are unable but willing

S2: Sell

R3: followers are able but unwilling

S3: Support

R4: followers are able and willing

S4: Delegate


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Leadership Theories


SLT Model

S3 S2

S4 S1

STYLE OF LEADER

Task Behaviour

High

Low High

High relationshipand low task

High task andhigh relationship

Low relationshipand low task

Moderate

Follower Readiness

LowHigh

Ableand

willing

Ableand

unwilling

Unableand

willing

Unableand

unwilling

R4 R3 R2 R1

High task andlow relationship

Source:Reprinted with permission from t he Center forLeadership Studies. Situational Leadership is aregistered trademark of t he Center for Leadership Studies.Escondido, California. All rights reserved.

Exhibit 8-6


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Leadership Theories


Contingency:

Leader Participation Model (Vroom andYetton)

Leader behaviour adjusted to reflect thetask structure, i.e. routine or non-routine

Suggests appropriate leader participationlevel in decision making:

Decide

Consult Individually Consult Group

Facilitate

Delegate


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Leadership Theories


Contingency:

Leader Participation ModelContingencies:

Decision significance Importance of commitment

Leader expertise

Likelihood of commitment

Group support Group expertise

Team competence


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Leadership Theories


Contingency: Path-Goal Model

Leader assists followers in achievingorganizational goals

Leaders style depends on the situation:

Directive

Specific direction

Supportive

Shows concern for needs

Participative

Consultative decision-making

Achievement-oriented

High performance expectations


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Leadership Theories



Leaders behavior acceptable when:

Seen as a source of immediate or future

satisfaction

Leaders behavior motivational when:

Followers needs satisfied by effectiveperformance

Provides:

Coaching

Guidance

Support

Rewards


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Leadership Theories



EnvironmentalContingency Factors

Task Structure Formal Authority System Work Group

SubordinateContingency Factors

Locusof Control Experience Perceived Ability

Leader Behaviour

Directive Supportive Participative Achievement Oriented

Outcomes

Performance Satisfaction

Exhibit 8-7

in response to TaskStructures:

Ambiguous or stressful

Structured

Substantial Conflict

Am biguously Structured

More positive whenleader compensatesfor work or worker


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Contem porary I ssues


Transactional:guide or motivate followers in the direction

of established goals by clarifying role andtask requirements

You work, me reward

Transformational: inspire followers to go beyond their own

self-interests

Extension of Transactional Leadership Individual Consideration

Alter perceptions of problems, i.e. new approach

Excite and inspire followers to extra effort


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Charismatic LeadershipAn enthusiastic, self-confident leader whose

personality and actions influence people

Characteristics of charismatic leaders: Have a vision

Are able to articulate the vision

Are willing to risk to achieve the vision

Are sensitive to the environment and tofollower needs

Exhibit behaviours that are out of theordinary

Ordinary rules dont apply


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Charismatic LeadershipEffects of Charismatic Leadership

Increased motivation, greater

satisfaction

More profitable companies

Downside: Ordinary rules dont apply

May be trainable

Most effective in environment ofuncertainty and stress


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Visionary Leadership

Create and articulate a realistic,credible, and attractive vision ofthe future that improves uponthe present situation

Energizes and directs followers

Followers now motivate themselves


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Effective Visions:

Inspirational possibilities

Value-centered

Realizable

Powerful Imagery

Well ArticulatedEasily Understood


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Visionary Leaders:

Explain the vision to others

Express the vision not justverbally but through behaviour

Extend or apply the vision to

different leadership contexts


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Team LeadershipTeam Leadership Characteristics

Having patience to share information

Being able to trust others and to give upauthority

Understanding when to intervene

Team Leaders Job

Managing the teams external boundary

Facilitating the team process

Coaching, facilitating, handling disciplinaryproblems, reviewing team and individualperformance, training, and communicating


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Team LeadershipTeam Leadership Challenges

Identify development level of the team

Apply appropriate leadership style Alter style as team develops


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Team Leadership

Team LeaderRoles

Liaison withExternal

ConstituenciesCoach

ConflictManager

Troubleshooter

Exhibit 8-8


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Team LeadershipExternal Liaison:

Management, PMO

Customers Suppliers

Other project teams

Troubleshooter: Asking the right questions

Facilitating

Securing resources/skills

Issue Manager


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Team LeadershipManage Conflict:

Identify Issues

Choose correct strategy Facilitate Resolution

Coach: Leader

Mentor

Manager


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Current I ssues


Managing Power, French & Ravens 5sources:

Legitimate power / Authority

Resulting from position / rank

Coercive power

Punish or control

Reward power

Positive benefits or rewards

Expert Power Special skills or knowledge

Referent Power Desirable resources or traits

Admiration drives acceptance


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Current I ssues


Credibility (of a Leader)

The assessment, by a leaders followers, of theleaders honesty, competence, and ability toinspire

Trust The belief of followers and others in the integrity,

character, and ability of a leader

Dimensions of trust: integrity, competence,consistency, loyalty, and openness

Trust is related to increases in job performance,organizational citizenship behaviours, jobsatisfaction, and organization commitment

Pulling rank increasingly less effective


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Current I ssues


Tips for Trust Building:

Practice openness

Be fair

Speak your feelings

Tell the truth

Show consistency

Fulfill your promisesMaintain confidences

Demonstrate competence


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Current I ssues


Moral Leadership:

Ethics of goals and means

Ethical leadership is more than being

ethical Includes reinforcing ethics through

organizational mechanisms


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Current I ssues


Virtual (On-Line) Leadership:Challenges of Online Leadership

Communication

Choosing the right words, structure, tone,and style for digital communications

Performance management

Defining, facilitating, and encouragingperformance

Trust Creating a culture where trust is expected,

encouraged, and required


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Current I ssues


Gender Differences in Leadership:

Males and females use differentstyles:

Women tend to adopt a moredemocratic or participative styleunless in a male-dominated job

Women tend to use transformational

leadershipMen tend to use transactionalleadership


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Current I ssues


Gender Differences in Leadership:

None of the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.

Skill (Each check mark denotes which groupscored higher on the respective studies)

* In one study, womens and mens scores in these categories were statistically even.

MEN WOMEN

Motivating Others

Fostering Communication

Producing High-Quality Work

Strategic Planning

Listening to Others

Analyzing Issues

*

*

*

Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., Advanced Teamware Inc.

Exhibit 8-9


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Leadership, Closing I tem s

No one best approach

Topic remains endlesslyfascinating:

Constant research, inquiry, studies

Be authentic

Documents

PMGT 402 103 W15 Leadership