Human Relations Leadership. Leadership “The process of influencing the activities of individuals...

Human RelationsHuman Relations

LeadershiLeadershipp

LeadershipLeadership ““The process of influencing the The process of influencing the

activities of individuals or groups activities of individuals or groups so that they follow and willingly do so that they follow and willingly do what the leader wants them to do.”what the leader wants them to do.”

Leadership is a “people” activity, Leadership is a “people” activity, based on concepts like empathy, based on concepts like empathy, trust, mutual respect, and courage.trust, mutual respect, and courage.

Leadership involves understanding Leadership involves understanding followers motives and providing followers motives and providing conditions to meet these needs conditions to meet these needs while attaining company goals.while attaining company goals.

““The process of influencing the The process of influencing the activities of individuals or groups activities of individuals or groups so that they follow and willingly do so that they follow and willingly do what the leader wants them to do.”what the leader wants them to do.”

Leadership is a “people” activity, Leadership is a “people” activity, based on concepts like empathy, based on concepts like empathy, trust, mutual respect, and courage.trust, mutual respect, and courage.

Leadership involves understanding Leadership involves understanding followers motives and providing followers motives and providing conditions to meet these needs conditions to meet these needs while attaining company goals.while attaining company goals.

Leadership compared to Leadership compared to ManagementManagement

SOULVisionary

PassionateCreativeFlexibleInspiring

InnovativeImaginative

LEADER

MINDRational

PersistentTough-minded

StructuredDeliberate

AuthoritativeStabilizing

MANAGER

• Management = accepting; “doing the right Management = accepting; “doing the right things”things” Leadership = innovating; “doing things right” Leadership = innovating; “doing things right”

• MAJOR LEADERSHIP THEORIESMAJOR LEADERSHIP THEORIESGreat Man TheoryGreat Man TheoryTrait theoriesTrait theoriesBehavioral theoriesBehavioral theories

•McGregor’s Theory X-YMcGregor’s Theory X-Y•Blake and Mouton’s Managerial Blake and Mouton’s Managerial GridGrid®®


““Great Man” theoryGreat Man” theory – born to – born to leadlead


Personal TraitsPersonal Traitsof Leadersof Leaders

Physical characteristicsPhysical characteristicsActivityActivityEnergyEnergy

Physical characteristicsPhysical characteristicsActivityActivityEnergyEnergy

Social Social backgroundbackgroundMobilityMobility

Social Social backgroundbackgroundMobilityMobility

Intelligence and abilityIntelligence and abilityJudgment, decisivenessJudgment, decisivenessKnowledgeKnowledgeFluency of speechFluency of speech

Intelligence and abilityIntelligence and abilityJudgment, decisivenessJudgment, decisivenessKnowledgeKnowledgeFluency of speechFluency of speech

PersonalityPersonalityAlertnessAlertnessOriginality, creativityOriginality, creativityPersonal integrityPersonal integritySelf-confidenceSelf-confidence

PersonalityPersonalityAlertnessAlertnessOriginality, creativityOriginality, creativityPersonal integrityPersonal integritySelf-confidenceSelf-confidence

Work-related characteristicsWork-related characteristicsAchievement driveAchievement driveDrive for responsibilityDrive for responsibilityResponsibility in pursuit of goalsResponsibility in pursuit of goalsTask orientationTask orientation

Work-related characteristicsWork-related characteristicsAchievement driveAchievement driveDrive for responsibilityDrive for responsibilityResponsibility in pursuit of goalsResponsibility in pursuit of goalsTask orientationTask orientation

Social characteristicsSocial characteristicsAbility to enlist cooperationAbility to enlist cooperationPopularity, prestigePopularity, prestigeSociability, interpersonal skillsSociability, interpersonal skillsSocial participationSocial participationTact, diplomacyTact, diplomacy

Social characteristicsSocial characteristicsAbility to enlist cooperationAbility to enlist cooperationPopularity, prestigePopularity, prestigeSociability, interpersonal skillsSociability, interpersonal skillsSocial participationSocial participationTact, diplomacyTact, diplomacy

Theory XTheory X • People are lazyPeople are lazy• UnambitiousUnambitious• Dislike workDislike work• Will avoid work Will avoid work • Need to be bossedNeed to be bossed• Will avoid Will avoid

responsibilityresponsibility


Theory YTheory Y• People will work as People will work as

naturally as playnaturally as play• Will direct Will direct

themselvesthemselves• Want responsibilityWant responsibility• Will solve problems Will solve problems • Want to do wellWant to do well

The Leadership GridThe Leadership Grid

High

High

Low

Low

Concern for Production

Con

cern

for

Peo

ple

1,9Country Club ManagementCountry Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementImpoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementTeam ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

Middle-of-the-Road ManagementMiddle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceAuthority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1

Situational ApproachSituational Approach Describes the relationship between Describes the relationship between

leadership styles and specific leadership styles and specific organizational situations.organizational situations.

Relationship-oriented leader is Relationship-oriented leader is concerned with people.concerned with people.

Task-oriented leader is primarily Task-oriented leader is primarily motivated by task accomplishment.motivated by task accomplishment.

Describes the relationship between Describes the relationship between leadership styles and specific leadership styles and specific organizational situations.organizational situations.

Relationship-oriented leader is Relationship-oriented leader is concerned with people.concerned with people.

Task-oriented leader is primarily Task-oriented leader is primarily motivated by task accomplishment.motivated by task accomplishment.


The The Situational Situational Theory of Theory of

LeadershipLeadership

Leadership StylesLeadership Styles

AutocraticAutocratic DemocratiDemocraticc

Free Free ReinRein

Application 1 - Do We Application 1 - Do We Want to Follow Want to Follow

the Leader?the Leader?


SKILLS REQUIRED OF LEADERSSKILLS REQUIRED OF LEADERSTechnical – Technical – Specific to the taskSpecific to the taskConceptual – Conceptual – Big PictureBig PictureHuman relations – Human relations – Effectively Effectively

deal with peopledeal with peopleHow to acquire these skills – How to acquire these skills –

Training and experienceTraining and experience


HOW SHOULD YOU FOLLOW?HOW SHOULD YOU FOLLOW?Matching or follower Matching or follower

personality and leadership stylepersonality and leadership styleHow followers can contribute to How followers can contribute to

the success of projectsthe success of projects


ELEMENTS OF EFFECTIVE LEADERSHIPELEMENTS OF EFFECTIVE LEADERSHIP

AbilitiesAbilities – – PODSCORB (planning, PODSCORB (planning, organizing, directing, staffing, organizing, directing, staffing, coordinating, reporting, and coordinating, reporting, and budgeting)budgeting)

Characteristics – Characteristics – communicator, communicator, decision maker, risk taker, motivator, decision maker, risk taker, motivator, and delegator (most difficult).and delegator (most difficult).

Attitudes and behaviorsAttitudes and behaviors – – positive, positive, dedicated, open-minded, enthusiastic, dedicated, open-minded, enthusiastic, ethical, considerate, and fair.ethical, considerate, and fair.


FUTURE OF LEADERSHIP THEORYFUTURE OF LEADERSHIP THEORYTransactional leadershipTransactional leadership – – what do what do

followers need?followers need?Transformational leadershipTransformational leadership – – raise raise

the followers need levels.the followers need levels.New leadership skillsNew leadership skills – – anticipatory, anticipatory,

visioning, value-congruence, visioning, value-congruence, empowerment, self-understanding.empowerment, self-understanding.


PowerPower



What is Power?What is Power?Power is measured by the Power is measured by the degree to which others are degree to which others are

prepared to be influenced by prepared to be influenced by us because of factors other us because of factors other than our leadership skills.than our leadership skills.

Power is measured by the Power is measured by the degree to which others are degree to which others are

prepared to be influenced by prepared to be influenced by us because of factors other us because of factors other than our leadership skills.than our leadership skills.

Human RelationsHuman RelationsWhy do we study Why do we study

Power?Power?““Professional excellence requires Professional excellence requires the knack of knowing how to the knack of knowing how to make power dynamics work for make power dynamics work for us, instead of against us.”us, instead of against us.”

- John Kotter- John Kotter

““Professional excellence requires Professional excellence requires the knack of knowing how to the knack of knowing how to make power dynamics work for make power dynamics work for us, instead of against us.”us, instead of against us.”

- John Kotter- John Kotter


Positive PowerPositive PowerProvides us with abilities to:Provides us with abilities to:InfluenceInfluenceLeadLeadControl Control Exert AuthorityExert AuthorityGive DirectionGive Direction

Provides us with abilities to:Provides us with abilities to:InfluenceInfluenceLeadLeadControl Control Exert AuthorityExert AuthorityGive DirectionGive Direction

Sources of PowerSources of Power Reward PowerReward Power: stems from the authority to bestow rewards : stems from the authority to bestow rewards

on other people.on other people. Coercive PowerCoercive Power: the authority to punish or recommend : the authority to punish or recommend

punishment.punishment. Legitimate PowerLegitimate Power: power coming from a formal management : power coming from a formal management

position.position. Expert PowerExpert Power: leader’s special knowledge or skill regarding : leader’s special knowledge or skill regarding

the tasks performed by followers.the tasks performed by followers. Referent PowerReferent Power: personality characteristics that command : personality characteristics that command

subordinates’ identification, respect, and admiration so they subordinates’ identification, respect, and admiration so they wish to emulate the leader.wish to emulate the leader.

Derivative PowerDerivative Power: close association with a powerful person.: close association with a powerful person. Passive PowerPassive Power: acting or appearing helpless.: acting or appearing helpless.

Reward PowerReward Power: stems from the authority to bestow rewards : stems from the authority to bestow rewards on other people.on other people.

Coercive PowerCoercive Power: the authority to punish or recommend : the authority to punish or recommend punishment.punishment.

Legitimate PowerLegitimate Power: power coming from a formal management : power coming from a formal management position.position.

Expert PowerExpert Power: leader’s special knowledge or skill regarding : leader’s special knowledge or skill regarding the tasks performed by followers.the tasks performed by followers.

Referent PowerReferent Power: personality characteristics that command : personality characteristics that command subordinates’ identification, respect, and admiration so they subordinates’ identification, respect, and admiration so they wish to emulate the leader.wish to emulate the leader.

Derivative PowerDerivative Power: close association with a powerful person.: close association with a powerful person. Passive PowerPassive Power: acting or appearing helpless.: acting or appearing helpless.


Can sources of power be Can sources of power be combined?combined?

Reward and Coercive PowerReward and Coercive Power Expert and Organizational PowerExpert and Organizational Power Referent and Legitimate PowerReferent and Legitimate Power Legitimate, Reward, and Coercive PowerLegitimate, Reward, and Coercive Power

Reward and Coercive PowerReward and Coercive Power Expert and Organizational PowerExpert and Organizational Power Referent and Legitimate PowerReferent and Legitimate Power Legitimate, Reward, and Coercive PowerLegitimate, Reward, and Coercive Power

The more sources of power you can utilize, The more sources of power you can utilize, the more powerful you are.the more powerful you are.The more sources of power you can utilize, The more sources of power you can utilize, the more powerful you are.the more powerful you are.

WHAT IS YOUR POWER PERSONALITY?WHAT IS YOUR POWER PERSONALITY?

Power shyPower shyPower positivePower positivePower compulsivePower compulsive


WHAT IS YOUR POWER PERSONALITY?WHAT IS YOUR POWER PERSONALITY?

Take the test on pages 329 - 330Take the test on pages 329 - 330


HOW DO YOU DEVELOP POWER? HOW DO YOU DEVELOP POWER? Power PositioningPower PositioningPower PoliticsPower PoliticsPower symbolsPower symbols


• EMPOWERMENT OF OTHERS.EMPOWERMENT OF OTHERS.

• PITFALLS TO AVOID.PITFALLS TO AVOID.


Human Relations Leadership. Leadership “The process of influencing the activities of individuals...

Documents

Transcript of Human Relations Leadership. Leadership “The process of influencing the activities of individuals...