GPPD Launch Event Part I: Leadership Styles - Graduate school · September 19, 2017 GPPD Launch...
Transcript of GPPD Launch Event Part I: Leadership Styles - Graduate school · September 19, 2017 GPPD Launch...
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?