Leadership and Management Dr John Walsh, Mekong Institute, June 2009.
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Transcript of Leadership and Management Dr John Walsh, Mekong Institute, June 2009.
Leadership and Management
Dr John Walsh, Mekong Institute, June 2009
Leadership
The ability to influence people toward the attainment of organizational goals.
Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the use of power.
Leadership versus Management
Management Power: Comes from organizational structure. Promotes stability, order, and problem solving within the
structure.
Leadership Power: Comes from personal sources, such as personal interests,
goals, and values. Promotes vision, creativity, and change.
The major differences between the leader and the manager relate to their source of power and level of compliance.
Leader and Manager Qualities
SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.
Forms of Position Power
Legitimate Power: power coming from a formal management position.
Reward Power: stems from the authority to bestow rewards on other people.
Coercive Power: the authority to punish or recommend punishment.
Leadership Managerial Roles
Managerial role categories are interpersonal, informational and decisional
Interpersonal leadership roles: figurehead, leader, liaison
Informational leadership roles: monitor, disseminator, spokesperson
Decisional leadership roles: entrepreneur, disturbance-handler, resource-allocator, negotiator
Theories of Leadership
Trait theoriesBehavioural theoriesContingency theoriesIntegrative theories
Managers and Leaders
Managers Leaders
Implement a vision Create a vision
Focus on tasks Focus on interpersonal function
Planning Establishing direction
Organisation and staffing Innovation, allow employees to do it any way they want
Controlling Motivating
Predictable Unpredictable
Do things right Do the right things
Short-term view Long-term view
Stability, control, uniformity Change, empowerment, diversity
Traits of Effective Leaders
Dominance High energy Self-confidence Locus of control Stability Integrity Intelligence Flexibility Sensitivity to others
The Big Five Model of Personality
DominanceAgreeablenessConscientiousnessAdjustmentOpenness to experience
Forms of Personal Power
Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.
Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.
Personal Characteristicsof Leaders
Physical characteristicsActivityEnergy
Social backgroundMobility
Intelligence and abilityJudgment, decisivenessKnowledgeFluency of speech
PersonalityAlertnessOriginality, creativityPersonal integritySelf-confidence
Work-related characteristicsAchievement driveDrive for responsibilityResponsibility in pursuit of goalsTask orientation
Social characteristicsAbility to enlist cooperationPopularity, prestigeSociability, interpersonal skillsSocial participationTact, diplomacy
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A Managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
Developed by Cool Pictures & MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.
Leadership Continuum
SOURCE: Reprinted by permission of Harvard Business Review. An exhibit from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern” (May-June 1973). Copyright © 1973 by the president and Fellows of Harvard College, all rights reserved.
Behavioral Approaches that Help Determine Leadership EffectivenessConsideration:– Is mindful of subordinates.– Establishes mutual trust.– Provides open communication.– Develops teamwork.
Initiating Structure:– Is task oriented.– Directs subordinate work activities toward goal attainment.– Typically gives instructions, spends time planning, and emphasizes
deadlines.– Provides explicit schedules of work activities.
The Leadership Grid Figure
High
High
Low
Low
Concern for Production
Con
cern
for
Peo
ple
1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.
Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1
9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.
5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.
Authority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
Developed by Cool Pictures & MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.
Three Elements ofLeadership Situations
Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.
Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.
Position power: is the extent to which the leader has formal authority over subordinates.
Hersey and Blanchard’sSituational Theory
A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.
Levels of readiness: Low Moderate High Very high
Path-Goal Theory
Contingency approach, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals through: Clarifying the paths to rewards. Increasing the rewards that the subordinate values and
desires.
Leader Roles in the Path-Goal Model
SOURCE: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),26-40
Path-Goal Classification ofLeader Behaviors
Supportive leadership:… Leader behavior that shows concern for subordinates.… Open, friendly, and approachable.… Creates a team climate.… Treats subordinates as equals.
Directive leadership:… Tells subordinates exactly what they are supposed to do.… Planning, making schedules, setting performance goals, and behavior
standards. Participative leadership:
… Consults with his or her subordinates about decisions. Achievement-oriented leadership:
… Sets clear and challenging goals for subordinates.… Behavior stresses high-quality performance.
Situational ContingenciesTwo important situational contingenciesin the path-goal theory.
The personal characteristics of group members. The work environment.
Path-Goal Situations andPreferred Leader Behaviors
SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.
Change LeadershipCharismatic Leaders: The ability to inspire. Motivate people to do more than they would normally do. Tend to be less predictable than transactional leaders. Create an atmosphere of change. May be obsessed by visionary ideas.
Transactional Leaders: Clarify the role and task requirements of subordinates. Initiate structure. Provide appropriate rewards. Try to be considerate. Meet the social needs of subordinates.
New Workplace & Leadership
Four areas of interest
Level 5 leadership
Women’s ways of leading
Virtual leadership
Servant leadership
The End