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School of Business
PMGT 4 0 2Project Leadership
Mario Vasilkovs
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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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Leadership Explained
Figure 8-1
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Leadership Explained
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
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Leadership Explained
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
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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
PMGT 402 Week 15 Project Leadership
Exhibit 6-2
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Com m unicat ions Bar riers
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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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Com m unicat ions Bar riers
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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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Com m unicat ions Bar riers
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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
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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
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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
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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
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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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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
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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
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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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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
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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
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Behavioral Studies (Continued):
Exhibit 8-3
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Leadership Theories
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Behavioral Studies (Continued):
Blake & Mouton (1964)
Managerial Grid
Appraises leadership styles using twodimensions:
Concern for people
Concern for production
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Leadership Theories
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Behavioral Studies (Continued):
Exhibit 8-4
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Leadership Theories
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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
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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
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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
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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
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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
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Contingency:Hersey and Blanchards Situational
Leadership Theory (SLT)
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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Contingency:Hersey and Blanchards Situational
Leadership Theory (SLT)
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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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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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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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
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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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Contingency: Path-Goal Model
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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Contingency: Path-Goal Model
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
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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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Contem porary I ssues
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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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Contem porary I ssues
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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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Contem porary I ssues
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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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Contem porary I ssues
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Visionary Leadership
Effective Visions:
Inspirational possibilities
Value-centered
Realizable
Powerful Imagery
Well ArticulatedEasily Understood
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Visionary Leadership
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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Contem porary I ssues
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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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Contem porary I ssues
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Team Leadership
Team LeaderRoles
Liaison withExternal
ConstituenciesCoach
ConflictManager
Troubleshooter
Exhibit 8-8
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Contem porary I ssues
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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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Contem porary I ssues
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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
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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
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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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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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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
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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
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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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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