September19,2017

GPPDLaunchEventPartI:LeadershipStyles

MarcusW.Dickson,Ph.D.LauraPineault

JessieSanchez,M.A.

First,whydoyoucare?

• Leadershipmatters– Peoplejoinorganizations;theyleaveleaders.– Leadershipisoneofthebestpredictorsofemployeeengagement.

– Leadershipisoneofthebestpredictorsoforganizational/unitsuccessintryingtimes.

• You’reinleadershiprolesnow,orwillbesoon

Whodoyouthinkofwhenyouthinkofa“leader”?

Second,there’snomagicformula

• Leadershipisaboutcontingencies– “Itdepends…”

• BUTwedoknowquiteabitaboutthosecontingencies

LeadershipandManagement–bothmatter

Leadership

Theabilitytoinfluenceagrouptowardtheachievementofgoalsandsuccessfulchange

Management

Useofauthorityinherentindesignatedformalranktoguidetheeffectiveperformanceofagroupinastatusquo

TraitTheoriesofleadership

Leadership Traits• Extraversion• Conscientiousness• Openness • Emotional Intelligence

Theoriesthatfocusonpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnon-leaders

TraitTheories

Limitations• No universal traits found that predict leadership

in all situations

• It’s not that traits don’t matter – they just don’t always matter in the same ways

• Focusing on traits means we should choose the right people as leaders; it doesn’t tell us about how to develop as leaders

MotivationalTheories

• “Leadershipismostlyabouttheeffectsleadershaveonfollowers.”

• Transformationalleadership – motivatesotherstodomorethanthoseothersoriginallyintended,andoftenevenmorethantheywouldhavethoughtpossible.– Idealizedinfluence(RoleModeling)– Inspirationalmotivation(Visioning)– Intellectualstimulation(Challenging)– Individualizedconsideration(Caring)

Notalwaystherightstrategy

• Transformationalleadershipismosteffectivewhen:– Thereisacrisis– Thereisaneedforchange– Thesituationcanbedescribedintermsofvaluesratherthanspecificbehaviors

– Thesituationhasamoralorright/wrongcomponent

Yourresults

• Surveyaskedyoutodescribehowyoursubordinatesperceiveyouintermsoftransformationalleadership.

• Resultssuggestyourtendencytorelyontransformationalleadership

• Remember– Thisisself-report,andabriefsurvey– thisisanindicator,notadiagnosis

BehavioralTheories

• Focusonwhatpeopledotobesuccessfulinleadershiproles

• Specificbehaviorsdifferentiateleadersfromnon-leaders

• Emphasizestheroleofdevelopingpeopleasleaders,asopposedtosimplyselectingthem

• Evidenceshowsthatalmosteveryonecanimprovetheirleadershipperformance

Thecoreofleadershipbehaviors

• Fundamentally,wecanthinkofleadershipasbeingabouttwothings– Afocusongettingthingsdone(“thetask”)– Afocusonthosedoingthings(“thepeople”)

• Mostofusleantowardsoneoftheseortheother,atleastalittlebit

ContingencyApproach:HerseyandBlanchard’sSituationalModel• ConsidersLeaderBehaviors(Task-OrientedandRelationship-Oriented)– Assumesleaderscanchangetheirbehaviors

• ConsidersFollowersastheContingentSituation– Followertaskmaturity(abilityandexperience)– Followerpsychologicalmaturity(willingnesstotakeresponsibility)

• SaysthebestoutcomeiswhenLeaderstylematchesFollowerreadiness– Being“off”cancreatedifficulties

Assumptionsofthemodel• Leaderscanandshouldchangetheirstyletofittheirfollowers’degreeofreadiness(willingnessandability)

• Themore“ready”thefollowers(themorewillingandable),thelesstheneedforleadersupportandsupervision.

LOW Amount of Follower Readiness HIGH

Amount of Leader Support &Supervision Required

HIGH LOW

Themodel(inyourhandout)

Low LevelofFollowerDevelopmentalNeed

High

D4 D3 D2 D1Low Task/DirectiveBehavior High

Relationship/SupportiveBehavior

HighS3

Participating(Facilitating)

S2Selling

(Coaching)

LowS4

Delegating(Observing)

S1Telling

(Directing)

Yourresults

• 12scenarios,fourresponseoptionsreflectingfourleadershipstyles

• Scoresshowthenumberoftimesyouchoseeachleadershipstyle– Ahighnumberinoneindicatesyouhaveatypicalorpreferredleadershipstyle

• Goalistobecomfortableacrossleadershipstyles,inordertomeetyoursubordinates’needs

Briefdiscussionswithpeers

Astudentwhoreportstoyouusedtoworkinadifferentlab,andreceivedravereviewsfromthelabmanagerthere.Workinginyourlab,however,thestudentroutinelymissesdeadlinesanddoestasksincorrectly– eventasksthestudentdidregularlyandcorrectlyintheotherlab.

Briefdiscussionswithpeers

Asubordinatehasreallygrowninabilityandmotivation,andtodaydoesconsistentlystrongwork.Thesubordinatecreditsyouwithhelpingbuildconfidenceandskill,androutinelywantstocheckinwithyouabouttasksinprogress.Youenjoyseeingthesubordinate’ssuccess.

Wrap-up• Leadershipisn’t“universal”– it’s“contingent”• Wewanttochoosetherightpeopletobeleaders(i.e.,getthetraitsmostlikelytobesuccessful)

• Wewanttodevelopourleadershipabilities– Bothabilitiestomotivatethroughemotion

• Transformationalleadership– Andabilitiestomodifyourapproachtomeetsubordinateneeds

• Situationalleadership

Micro-credentialAssessment

• Follow-upsurveywillgooutviaemail• Willaskyoutoconsideraleadershipsituationyouareinorwillbein– Howareyoucurrentlyequippedtohandlethesituation?

– Wherecanyoufocusdevelopmentalefforttobetterhandlethesituation?