Understanding Behavior, Human Relations, and Performance

Leading and Trust

7

A bold Agenda – Leadership Style

RICE: ”I'm going to look and the president is going to look, to this department to lead that effort, and not just to implement policy, but we're going to need ideas, intellectual capital. I need your ideas. My door will be open. Please, understand that this is a time when history is calling us, and I just look forward to working with each and every one of you toward that end. The president has laid out a bold agenda, and he expects a lot of us. I want you to know, too, that I'm going to be committed to you, the men and women of the Foreign Service, the civil service, and our Foreign Service nationals abroad, and you in turn will be committed, and we in turn will be committed to carrying out that bold agenda.” Condoleezza Rice

New Secretary of State

What is Leadership Like?

You will not always be liked. You will not always be

included. All employees need to be

treated fairly, regardless of your feelings.

You must walk a tight rope when it comes to being impartial.

Sometimes, regardless of what you do, you will make enemies.

Sometimes, you’ll feel like quitting or just walking out…

Sometimes, it will take everything in you to stay professional.

You must always check yourself and stay in the Adult ego state.

It is by far the most satisfying thing in the world to work with a great team!

Leadership TraitsLeadership trait theory: assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness.

Ghiselli’s six significant leadership traits:Supervisory ability (Getting the job done through others).Need for occupational achievement (Seeking responsibility).Intelligence (Good judgment, reasoning, thinking capacity).Decisiveness (Solve problems and make decision).Self-assurance (Copes with problems, self-confidence).Initiative (Self-starting).

Behavioral Style Leadership

Behavioral leadership theories: assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior.

Basic leadership stylesAutocratic (Theory X)Democratic (Theory Y)Laissez-faire (free-rein)

Cont

inge

ncy

Style

Le

ader

ship

AutocraticCommunication

Style

ConsultativeCommunication

Style

ParticipativeCommunication

Style

Laissez-FaireCommunication

Style

Situational Communication Styles(Used with Leadership Styles)

Tannenbaum & Schmidt’s Leadership Continuum

Leader makes

decision and announces it

1

Leader“sells”

decision

2

Leaderpresents ideas and

invites questions

3

Leaderpresents tentative decision

subject to change

4

Leaderpresents problem,

gets suggestions, and makes decision

5

Leaderdefines

limits and asks group

to make decision

6

Leaderpermits

subordinates to function

within limits defined by

leader

7

Autocratic style

Participative style

BOSS CENTERED

EMPLOYEE CENTERED

Transformational Leadership… focuses on the behaviors of successful top-level managers. Three acts:

1. Recognizing the need for revitalization.2. Creating a new vision.3. Instituting a change.

Characteristics of transformational leaders: See themselves as change agents. Courageous individuals and risk takers. Believe in people and motivate them. Value-driven Life-long learners Ability to deal with complexity, ambiguity, and uncertainty. Visionaries

Motivator because it meets needs for esteem/self-actualization.

And now, for a little confusion!

To Publish or To Parish, That is the question!

Contingency Leadership:… Fiedler’s model to determine if leadership style is task or relationship oriented, and if the situation matches the style.

Question 1Are leader-member

relations good or poor?

Question 2Is the task

structured or unstructured?

Question 3Is position power strong or weak?

AppropriateStyle

Situ

atio

n

1 Task

2 Task

3 Task

4 Relationship

5 Relationship

6 Relationship

7 Either

8 Task

EndStart

Strong

Weak

Strong

Weak

Strong

Weak

Strong

Weak

Structured

Structured

Unstructured

Unstructured

Good

Poor

Borrowed

Trust Motivation

System 1 no trust fear, threats, and punishment

little interaction, always distrust

System 2 master/servant rewards and punishment

little interaction, always caution

System 3 substantial but incomplete trust

rewards, punishment, some

involvement

moderate interaction, some trust

System 4 complete trust goals based on participation and

improvements

extensive interaction. 

Friendly, high trust.

System 4

Interaction

Borrowed

Ohio State/U. of Michigan Model

High consideration(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

High consideration(employee centered)

123

4Low consideration

(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

Low consideration(employee centered)

Initiating structure(job centered)

HighLow

Con

side

ratio

n(e

mpl

oyee

cen

tere

d)

High

Low

Borrowed

The Managerial Grid Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people.

impoverished manager (1,1)

sweatshop manager (9,1)

country club manager (1,9)

organized person (5,5)

team manager (9,9)

1,9 9,9

9,11,1

5,5

Concern for production

High 9

9 High

Low 1

Low 1

Con

cern

for p

eopl

e

Borrowed

Cont

inge

ncy

Style

Le

ader

ship

Normative Leadership Theory (I)

… Vroom and Yetton’s decision-tree model that enables user to select one of five leadership style appropriate for the situation.

Five styles:AI — Autocratic. Leader makes decision alone with available

information.AII — Autocratic. Leader makes decision alone, but uses information

from subordinates.CI — Consultative. Leader meets with subordinates individually,

explains situation, gets information and ideas. Leader may or may not use subordinate’s input. Leader makes decision alone.

CII — Consultative. Leader meets with subordinates as a group, with same process as CI.

GII — Group oriented. Leader meets with subordinates as a group, explains the situation and allows the group to make the decision.

Borrowed

Situational Supervision ModelCapability Levels (C) Supervisory Styles (S)

(C-1) Low (S-A) AutocraticThe employees are unable to and/or High directive/low supportunwilling to do the task without direction. Tell employees what to do and closely oversee

performance. Give little or no support. Make decisions by yourself.

(C-2) Moderate (S-C) ConsultativeThe employees have moderate ability and High directive/high supportare motivated. Sell employees on doing the job your way and

oversee performance at major stages. You may include their input in your decision. Develop a supportive relationship.

(C-3) High (S-P) ParticipativeThe employees are high in ability but may lack Low directive/high support self-confidence or motivation. Provide little or no direction. Let employees do the

task their way. Spend limited time overseeing performance. Focus on end results. Make decisions together, but you have the final say.

(C-4) Outstanding (S-L) Laissez-FaireThe employees are very capable and highly motivated. Low directive/low support

Provide little or no direction and support. Let employees make their own decisions.

Borrowed

Tannenbaum & Schmidt’s Leadership Continuum

Leader makes

decision and announces it

1

Leader“sells”

decision

2

Leaderpresents ideas and

invites questions

3

Leaderpresents tentative decision

subject to change

4

Leaderpresents problem,

gets suggestions, and makes decision

5

Leaderdefines

limits and asks group

to make decision

6

Leaderpermits

subordinates to function

within limits defined by

leader

7

Autocratic style

Participative style

BOSS CENTERED

EMPLOYEE CENTERED