Leadership Black Board (2)

8/8/2019 Leadership Black Board (2)

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Leadership
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A Leadership Story: A group of workers and their leaders are set a task

of clearing a road through a dense jungle on a remoteisland to get to the coast where an estuary provides aperfect site for a port.

The leaders organise the labour into efficient units andmonitor the distribution and use of capital assets progress is excellent. The leaders continue to monitorand evaluate progress, making adjustments along theway to ensure the progress is maintained and efficiency

increased wherever possible. Then, one day amidst all the hustle and bustle and

activity, one person climbs up a nearby tree. The personsurveys the scene from the top of the tree.


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A Leadership Story: And shouts down to the assembled

group below

Wrong Way! (Story adapted from Stephen Covey (2004) The Seven Habits of

Highly Effective People Simon & Schuster).

Management is doing things right, leadership

is doing the right things(Warren Bennis and Peter Drucker)


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What is LeadershipLeadership the process through which leaders

exert such influence on other group members.

Leader a person who can influence others to bemore effective in working to achieve their mutualgoals and maintain effective working relationshipsamong members.

Leadership skills sum total of your ability to helpthe group achieve its goals and maintain aneffective working relationship among members.


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Traits of the Excellent

Leader

Excellent leaders have:

A vision and purpose. Clear goals. Strong commitment. Flexibility.

An understanding of change. Active listening skills. Confidence to take risks.


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Traits of the Excellent

Leader

Excellent leaders are:

Knowledgeable about the totalorganization.

Able to learn from mistakes.

Excellent communicators/listeners.

Able to speak clearly and effectively. Resourceful.

Realistic.


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Leadership Trait TheoryAssumes that there are distinctive physical and

psychological characteristics accounting forleadership effectiveness.

Ghisellis six significant leadership traits

Supervisory ability (Getting the job done

through others). Need for occupational achievement (Seekingresponsibility).

Intelligence (Good judgment, reasoning,

thinking capacity). Decisiveness (Solve problems and makedecision).

Self-assurance (Copes with problems, self-confidence).

Initiative (Self-starting).


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Behavioral Leadership

TheoriesAssume that there are distinctivestyles that effective leaders use

consistently, or, that goodleadership is rooted in behavior.

Basic leadership stylesAutocratic (Theory X)Democratic (Theory Y)Laissez-faire (free-rein)


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LeadershipBehavioralTheory:

Lewin Studies

Democratic Style -the leader takes

collaborative, reciprocal, interactive

actions with followers; followers have high

degree of discretionary influence

Laissez-Faire Style -the leader fails to

accept the responsibilities of the position;

creates chaos in the work environment

Autocratic Style -the leader uses strong,

directive, controlling actions to enforce the

rules, regulations, activities, & relationships;

followers have little discretionary influence


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Ohio State/U. of Michigan

ModelHigh consideration

(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

High consideration(employee centered)

123

4Low consideration

(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

Low consideration(employee centered)

Initiating structure

(job centered)HighLow

Consid

eration

(employeece n

tered)

High

Low

3


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The Leadership Grid

The Managerial Grid: Blake andMoutons model identifying the idealleadership style as having a high

concern for both production and people. Five major styles (out of 81 possible)

The impoverished manager (1,1)

The sweatshop manager (9,1)The country club manager (1,9)

The organized person manager (5,5)

The team manager (9,9)


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Leadership Grid Definitions Leadership Grid an approach to

understanding a leaders ormanagers concern for results(production) and concern for people

Organization Man (5,5) Amiddle-of-the-road leader Authority Compliance Manager

(9,1) a leader who emphasizesefficient production

Country Club Manager (9,1) aleader who creates a happy,

comfortable work environment


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Leadership Grid Definitions Team Manager (9,9) a leader who builds a

highly productive team of committed people Impoverished Manager (1,1) A leader who

exerts just enough effort to get by Paternalistic father knows best Manager

(9+9) a leader who promises reward andthreatens punishment

Opportunistic whats in it for me

Manager (Opp) a leader whose style aims tomaximize self-benefit


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Leadership Grid

High9

8

7

6

5

4

3

2

1

Concern for production

Concern

for

People

1,9Country club

management

5,5

Organization man

management

Impoverishedmanagement

1,1

9,9Team

management

Authority-

obediencemanagement

9,1

SOURCE: The Leadership Grid figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams

McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p.

30, Opportunism Figure: p. 31). Copyright 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.

1 2 3 4 5 6 7 8 9 HighLow

Opportunistic

management

9+9

Paternalism/

Maternalism

management


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Fiedlers ContingencyTheory

Fiedlers Contingency Theory - classifies thefavorableness of the leaders situation

Least Preferred Coworker (LPC) - the person a leaderhas least preferred to work with over his or her career

Task Structure - degree of clarity, or ambiguity, in the

groups work activities Position Power - authority associated with the leaders

formal position in the organization Leader-Member Relations quality of interpersonal

relationships among a leader and group members


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Contingency LeadershipModelQuestion 1Are leader-

memberrelations good

or poor?

Question 2Is the task

structured orunstructured?

Question 3Is position

power strongor weak?

AppropriateStyle

Situat

ion

1 Task

2 Task

3 Task

4

Relationship

5

Relationship

6

Relationship

7 Either

8 Task

EndStart

Strong

Weak

Strong

Weak

Strong

Weak

Strong

Weak

Structured

Structured

Unstructured

Unstructured

Good

Poor


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ersey anc ar


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ersey- anc arSituational

Leadership Model

Immature

Employees

Low High

High

Low

Mature

Employees

Willing/Able Unwilling/able Willing/unable Unwilling/unable

4 3 2 1

Leaders concern with task

Leaders

concern

with

relationship

SOURCE: Adapted from P. Hersey and K. H.

Blanchard, Management of Organizational

Behavior: Utilizing Human Resources, 3rd ed.

(Upper Saddle River, N.J.: Prentice-Hall,

1977),170.


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As a

transformational leader,

I inspire and excite

followers to high levels

of performance.

Developments inLeadership Theory

Transformational Leadership

As a

transactional leader,

I use formal rewards& punishments.


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TransformationalLeadership

Transformational leadership:focuses on the behaviors ofsuccessful top-level managers.Three acts:

Recognizing the need for revitalization. Creating a new vision.

Instituting a change. Transformational leadership styles: Charismatic Leadership Transactional Leadership


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Charismatic Leadership

Charismatic Leadership - the use, by aleader, of personal abilities & talents inorder to have profound & extraordinaryeffects on followers

Charisma - means gift in Greek

Charismatic leaders use referent power

Potential for high achievement &performance

Potential for destructive & harmfulcourses of action


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Five Types of Followers

Dependent, uncritical thinking

Independent, critical thinking

Passive Active

Alienatedfollowers

Survivors

Sheep

Yes

people

Effectivefollowers

SOURCE: Reprinted by permission of

Harvard Business Review. From In

Praise of Followers, by R. E. Kelley,Vol. 66 1988, p. 145. Copyright 1988

by Harvard Business School Publishing

Corporation.


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Guidelines for Leadership Unique attributes, predispositions, & talents

of each leader should be appreciated Organizations should select leaders who

challenge but not destroy the organizationalculture

Leader behaviors should demonstrate aconcern for people; it enhances follower well-being

Different leadership situations call fordifferent leadership talents & behaviors

Good leaders are likely to be good followers


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Leadership

Good leaders dont ask morethan their constituents can give,

but they often askand getmorethan their constituents intendedto giveor thought it was possible to

give.John W. Gardner,

Excellence, 1984


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LeadershipDiscuss

Trust

Leading Virtual Teams

Emotional Intelligence

Women Leaders

Emergence of Women


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Emergence of WomenLeaders

Discuss

Leadership Black Board (2)

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