Leadership José Onofre Montesa Andrés Universidad Politécnica de Valencia Escuela Superior de...
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Leadership
José Onofre Montesa AndrésUniversidad Politécnica de
ValenciaEscuela Superior de Informática
Aplicada2003-2004
GpiIC-3 Leadership. 3
What is leadership?
• The ability to influence a group toward the achievement of a goal.– Administration: Deals with complexity
• Pacification, Organization, Control.
– Leadership: Deals with change.• Stablemen of a vision.• Aliening people with that vision and impel
them to defeat obstacles.
• Administrator <> Leader
GpiIC-3 Leadership. 4
What about the task?• Badly, we are going in the wrong direction
(leader) (worry about effectiveness)
• Very well, our advance is 50 meters per hour (Administrator) (worry about efficiency)
GpiIC-3 Leadership. 5
Leadership basis
• People do what is asked for, power is basic for leadership
• leadership…– Owns to the leader (something of him)– Owns to the people leaders (they give
this to the leader)
GpiIC-3 Leadership. 6
Power
• Influence capacity.• Sources of Power
– Position• Legitimate• Reward• Coercive
– Individual• Expert • Referent
GpiIC-3 Leadership. 7
Reward Power
– Compliance achieved based on the ability to distribute rewards that others view as valuables.
– Increase proportional with the number of possible rewards that a person control.
– Can be increases in the salary or only greeting from a supervisor.
GpiIC-3 Leadership. 8
Coercive power.
• Power that is based on fear• Depends on the perception that
a persons has over the capacity of an other person to punish him.
• Some times we don’t perceive this capacity and same problems arise.
GpiIC-3 Leadership. 9
Legitimate power.
• The power a persons receives as a result of his or her position in the formal hierarchy.– Shared values,– Social structure, or– A legitimated agent
authorization.
GpiIC-3 Leadership. 10
Expert power
• Influence based o special skills or knowledge
• People needs his or her skills or knowledge in order to arrive to their objectives.
GpiIC-3 Leadership. 11
Referent Power
• Influence based on possession by an individual of desirable resources or personal trails.
• If you admire a person, he or she has power over you, because you want to please he or she.
• You want to be like this person
GpiIC-3 Leadership. 12
Conclusions
• Power isn’t leadership but is close correlates and we need to understand the mechanism.
• Leadership increases as power do.
• Reserve coercive and legitimate power.
GpiIC-3 Leadership. 13
Leadership theories
• Trait theories of leadership
• Behavioral theories• Contingency
theories• Charismatic
leadership theory
GpiIC-3 Leadership. 14
Trait theories of leadership
• Theories that sought personality, social, physical or intellectual traits that differentiate leaders.– Described as:
• Ambition and energy, Desire to lead, Honesty and integrity, Self confidence, intelligence, Job relevant knowledge.
– But:• Overlook the needs of followers.• relative importance of each trait.• Doesn’t separate cause from effect.• Ignore situational factors.
– We can select leaders.
GpiIC-3 Leadership. 15
Behavioral theories
• Theories proposing that specific behaviors differentiate leaders from non leaders.
• We could train people to be leaders.• Theories:
– Ohio state university– University of Michigan Studies– The managerial Grid– Scandinavian Studies
GpiIC-3 Leadership. 16
Ohio state university
• From 1000 dimensions to two categories:– Initiating structure
• The extent to which a leader is likely to define and structure his or her role and those of subordinates in search for a goal attainment.
– Consideration• The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect to subordinates’ ideas, and regard for their feelings.
GpiIC-3 Leadership. 17
University of Michigan Studies
• Locate characteristics associated with effectiveness .– Employee-oriented leader
• One who emphasizes interpersonal relations.
– Production-oriented leader.• One who emphasizes technical or task aspects of the
job
• Employee oriented were associated with group productivity and satisfaction.
GpiIC-3 Leadership. 18
The managerial Grid
• Developed by Blake and Mouton.• Proposes a nine-by-nine matrix
outlining eighty-one different leadership styles.– Concern for people
• Good work clime, communication, people mater
– Concern for production.• The work must be well done and on time.
GpiIC-3 Leadership. 19
Concern for production
Concern for
people
The managerial Grid9 1,9 9,9
8
7
6
5 5,5
4
3
2
1 1,1 9,1
1 2 3 4 5 6 7 8 9
GpiIC-3 Leadership. 20
The managerial Grid
– (1,1) don’t concerned by people needier task.
– (1,9) concerned for people (satisfaction)– (9,1) concerned for production (results)– (9,9) High concern for people and
production (space lab)– (5,5) moderate concern for people and
production.
GpiIC-3 Leadership. 21
Scandinavian Studies
• One who values experimentation, seeking new ideas, and generating and implementing change.– Look at the innovation
• Products• Process
GpiIC-3 Leadership. 22
Contingency Theories
• Is appropriate de same leader in any situation?
• Military, Artists Design team,… peopleware,...
• Situation -> leader type– A->style X– B-> style Y– …
GpiIC-3 Leadership. 23
FIEDLER model
• Effective groups depend upon a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
• The LPC (least preferred co-worker)– An instrument that purports to measure
whether a person is task or relationship oriented.
• Leadership style depends on the people psychology. (difficult to change)
GpiIC-3 Leadership. 24
FIEDLER model
• Procedure1) Identify leadership style
• Remember the least enjoyed co-worker.• Do you have good relations with him?
2) Defining the situation.• Contingencies
– Leader Member (relations)– Task structure– Position power
GpiIC-3 Leadership. 25
FIEDLER Model ...
– 3) Matching leaders and situation
SI TUATI ON
I I I I I I I V V VI VI I VI I I
Reaction Leader Member
Task structure Position Powe
Task oriented
(low LPC)
Relationship oriented
(High LPC)
Task oriented
(low LPC)
GpiIC-3 Leadership. 26
Hersey y Blanchard’s Theory
• Situational leadership.• Focus on:
– followers• Accept or reject the leader
– readiness• People have the ability and willingness to
accomplish a specific task.
GpiIC-3 Leadership. 27
• Directive behavior– Orientate, define and
work organization– Give instructions,
control• Supportive Behavior
– Appreciate the work done, workers Self-esteem
– Deal at the same level, accessible,..
Sup
port
ive b
ehavio
r
High
Low High
Directive behavior
T;R T;R
T;R T;R
Hersey y Blanchard’s Theory
high Low
M4 M3 M2 M1
Mature Immature
Moderate
GpiIC-3 Leadership. 28
• Telling (high task – low relationship).– The leader defines roles and tells people what, how,
when, and where to do various tasks. It emphasizes directive behavior.
• Selling (high task– high relationship).– The leader provides both Directive behavior and
supportive behavior.
• Participating (low task– high relationship).– The leader and follower share in decision making, with
the main role of the leader being facilitating and communicating.
• Delegating (low task– low relationship)– The leader provides little direction or support.
GpiIC-3 Leadership. 29
Path-Goal Theory
• leader’s job is – assisting followers in attaining their goals and
to provide support– ensure that goals are objectives of our
organization.
• leader’s behavior is acceptable to subordinates if it is motivational– Makes subordinate need satisfaction – provides the coaching, guidance, support,
rewards.
GpiIC-3 Leadership. 30
Path-Goal Theory:Four leadership behaviors.
• The directive leader– lets subordinates know what is expected, schedules work,
and gives specific guidance as to how to accomplish tasks.
• The supportive leader – Is friendly and shows concern for the needs of
subordinates.
• The participative leader– consults with subordinates before making a decision.
• The achievement-oriented leader – sets goals and expects subordinates to perform at highest
level.
• The same leader can display any or all of these behaviors depending on the situation.
GpiIC-3 Leadership. 31
Path-Goal Theory: contingency variables
• Moderate the leadership behavior– Environment: outside the control of the
subordinate• task structure, the formal authority system, and the
work group
– Personal characteristics of the subordinate• locus of control, experience, and perceived ability.
• leader behavior will be ineffective when it is redundant with sources of environmental structure or incongruent with subordinate characteristics.
GpiIC-3 Leadership. 32
The path-goal theory
• Leader Behavior outcomes• Directive Performance• Participative Satisfaction• Achievement oriented• Supportive
– Environmental contingency factors
» Task structure» Formal authority
system» Work group
– Subordinate contingency factors
» Locus of control» Experience» Perceived ability
GpiIC-3 Leadership. 34
Path-Goal Theory: some examples of hypotheses • Directive greater satisfaction
– tasks ambiguous or stressful • Supportive -> when structured tasks.• Directive is redundant -> subordinates with ability or
experience.• Clear and bureaucratic authority relationships ->
supportive.• Directive -> when conflict within a work group.• Subordinates with internal locus of control ->
participative style.• Subordinates with external locus of control ->
directive style.• Achievement-oriented -> when tasks are ambiguously
structured.
GpiIC-3 Leadership. 35
Leader-Participation Model
• A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
• five leader behaviors in situation– I (AI), Autocratic II (AII),– Consultative I (CI), Consultative II (CII), – and Group II (GII)
GpiIC-3 Leadership. 36
Leader-Participation Model
• Autocratic I (AI). – using what-ever facts you have at hand.– solve the problem or make a decision
yourself• Autocratic II (AII).
– obtain the necessary information from subordinates and
– then decide on the solution to the problem yourself.
GpiIC-3 Leadership. 37
Leader-Participation Model• Consultative I (CI).
– share the problem with subordinates one-on-one, getting their ideas and suggestions.
– the final decision is yours alone.• Consultative II (CII).
– share the problem with your subordinates as a group, collectively
– obtain their ideas and suggestions.– Then you make the decision that may or may not reflect
your subordinates’ influence.• Group II (GII).
– share the problem with your subordinates as a group. – Your goal is to help the group concur on a decision. – Your ideas are not given any greater weight than those
of others.
GpiIC-3 Leadership. 38
Leader-Participation Model• RQ: Quality requirement:
– How important is the technical quality of this decision?• CR: Commitment requirement:
– How important is subordinate commitment to the decision?• LI: Leader's information:
– Do you have sufficient information to make a high-quality decision?
• ST: Problem structure: – Is the problem well structured?
• CP: Commitment probability:– If you were to make the decision by yourself, is it reasonably
certain that your subordinate(s) would be committed to the decision?
• GC: Goal congruence:– Do subordinates share the organizational goals to be attained
in solving this problem?
GpiIC-3 Leadership. 39
Leader-Participation Model• CO: Subordinate conflict:
– Is conflict among subordinates over preferred solutions likely?• SI: Subordinate information:
– Do subordinates have sufficient information to make a high-quality decision?
• TC: Time Constraint– Does a critically severe time constraint limit your ability to involve
subordinates?• GD: Geographical Dispersion
– Are the costs involved in bringing together geographically dispersed subordinates prohibitive?
• MT: Motivation—Time– How important is it to you to minimize the time it takes to make the
decision?• MD: Motivation—Development
– How important is it to you to maximize the opportunities for subordinate development?
GpiIC-3 Leadership. 41
Charismatic Leadership
• ¿Why people work a lot with same leader and don’t do that with others?– Self-confidence– Vision– Ability to articulate the vision (Communication)– Strong convictions about the vision (Perseverance)– Behavior that is out of the ordinary– Perceived as being a change agent– Environment sensitivity
• Transformational leader