8 leadership 130919_rz

Leadership

Prof. Dr. Robert J. Zaugg [email protected]

Leadership

2 Organizational Behavior Prof. Dr. Robert J. Zaugg

Learning Objectives

•  Characterize the nature of leadership •  Trace the early approaches to leadership •  Discuss the emergence of situational theories and

models of leadership •  Discuss the path-goal theory of leadership •  Describe Vroom’s decision tree approach to leadership •  Identify and describe contemporary situational theories

of leadership •  Discuss leadership through the eyes of followers •  Identify and describe alternatives to leadership •  Describe the changing nature of leadership •  Identify and discuss emerging issues in leadership

Leadership


The Nature of Leadership

•  A process which involves the use of noncoercive influence.

•  A property which is the set of characteristics attributed to someone who is perceived to use influence successfully.

•  Influence, which is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behavior of others.

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Table 12.1 Distinctions Between Management and Leadership

Reprinted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from A Force for Change: How Leadership Differs from Management, by John P. Kotter, 1990. Copyright © 1990 by John P. Kotter, Inc.

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Management Skills Leaderships Skills

Administration Challenge/Inspiration Control Trust Focus on Short-Term Results Long-Term View Ask How, Who and When Ask What and Why Imitate / Optimize Innovate Optimize Status Quo Seek opportunities Analytical Thinking Visioning & Creative Thinking Reactive Proactive Extrinsic motivation Intrinsic motivation Shareholder oriented Stakeholder oriented Task/Work-oriented Person/Relationship- and Task-oriented

Management versus Leadership I

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„Most U.S. corporations today are

overmanaged and undereled.“

John P. Kotter, Professor of organizational behavior at the Harvard Business School

Management versus Leadership II

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Reward and Coercive Power Expert Power Referent Power Legitimate Power Informational Power

Bases of Power (French/Raven 1959)

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•  Locomotion function (reaching of objectives)

•  Cohesion function (team building)

Basic Leadership Functions

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AUTOCRATIC CHARACTERISTICS Tells others what to do Limits discussion on ideas and new ways of doing things Group does not experience feeling of teamwork High Task-orientation WHEN EFFECTIVE Time is limited Individuals/Group lack skill and knowledge Group does not know each other WHEN INEFFECTIVE Developing a strong sense of team is the goal Some degree of skill/knowledge is in group members Group wants an element of spontaneity in their work

Classic Leadership Styles I

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DEMOCRATIC CHARACTERISTICS Involves group members in planning and carrying out activities Asks before tells Promotes teamwork High Person/Relationship-orientation

WHEN EFFECTIVE Time is available Group is motivated and/or a sense of team exists Some degree of skill or knowledge among members of the group WHEN INEFFECTIVE Group is unmotivated No skill/knowledge is in group members High degree of conflict present

Classic Leadership Styles I

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Early Approaches to Leadership

Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders focusing on:

–  identifying leadership traits –  developing methods for measuring them –  using the methods to select leaders

Current limited set of leadership traits –  Emotional intelligence, drive, motivation; honesty and

integrity, self-confidence, cognitive ability, knowledge of the business, charisma

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Behavioral Approaches to Leadership Attempts to identify behaviors that differentiate effective leaders from non-leaders

•  The Michigan Studies •  The Ohio State Studies •  The Leadership Grid

Source: © Royalty-Free/Corbis

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Figure 12.1 Early Behavioral Approaches to Leadership

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Behavioral Approaches to Leadership Early Studies: The Michigan Studies

•  Results indicated existence of two fundamental leader behaviors: Job-centered and Employee-centered.

•  Job-centered behavior involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance.

•  Employee-centered behavior involves attempting to build effective work groups with high performance goals.

Leadership



Behavioral Approaches to Leadership Early Studies: The Ohio State Studies

•  Defined leader consideration and initiating-structure behaviors as independent dimensions of leadership

•  Consideration behavior involves being concerned with subordinates’ feelings and respecting subordinates’ ideas

•  Initiating-structure behavior involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them

Leadership



Behavioral Approaches to Leadership The Leadership Grid (formerly the Managerial Grid)

•  Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior

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Figure 12.2 The Leadership Grid

The Leadership Grid Figure from Leadership Dilemmas: Grid Solutions by Robert R. Blake and Anne Adams McCanse. (Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton) Houston: Gull Publishing Company, p. 29. Copyright 1997 by Grid International, Inc. Reproduced by permission of the owners.

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The Emergence of Situational Leadership Models

Situational Models Assumptions –  Appropriate leader behavior varies from one situation to

another –  The goal is to identify key situational factors and to specify

how they interact to determine appropriate leader behavior –  The leadership continuum model by Robert Tannenbaum

and Warren H. Schmidt underlies research in this field

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Figure 12.3 Tannenbaum and Schmidt’s Leadership Continuum

An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren Schmidt, Harvard Business Review (May-June 1973). Reprinted by permission of the Harvard Business Review. Copyright © 1973 by the President and Fellows of Harvard College; all rights reserved.

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The LPC Theory of Leadership

•  Contends that a leader’s effectiveness depends on the situation

•  Task versus Relationship motivation •  High LPC (Least Preferred Coworkers) leaders are

more concerned with interpersonal relationships •  Low LPC leaders are more concerned with task

relevant problems •  Situational Favorableness

•  Leader-member relations •  Task structure •  Leader position power

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Table 12.2 The LPC Theory of Leadership

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Contingency Model: Fiedler

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Contemporary Situational Theories

From the LPC theory, the Path-Goal Theory, and Vroom’s Decision Tree Model evolved new situational theories:

–  The Leader-Member Exchange Model

–  The Hersey and Blanchard Model

–  Updated versions of the original models

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The Leader-Member Exchange Model –  George Graen and Fred Dansereau suggest that

leaders form unique independent relationships with each of their subordinates.

–  A key factor in the nature of this relationship is whether the individual subordinate is in the leader’s out-group or in-group.

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Figure 13.1 The Leader-Member Exchange (LMX) Model

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The Hersey and Blanchard Model

–  Suggest that leader behaviors should vary in response to the readiness of followers

–  As follower readiness improves, the leader’s basic style also should change

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Figure 13.2 The Hersey and Blanchard Theory of Leadership

The Situational Leadership Model is the registered trademark of the Center for Leadership Studies, Escondido, CA. Excerpt from P. Hersey, Management Organizational Behavior Utilizing Human Resources, 3rd ed., 1977, p. 165.

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Maturity Style Match: Hersey/Blanchard

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Leadership Through the Eyes of Followers

Primary Approaches to Leadership Through the Eyes of the Follower –  Transformational

Leadership –  Charismatic Leadership –  Attributions of Leadership

Source: © Royalty-Free/Corbis

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by Robert Goffee and Gareth Jones Harvard Business Review, September-October 2000.

Characteristics of successful leaders:

•  They selectively show their weaknesses. By exposing some vulnerability, they reveal their approachability and humanity.

•  They rely heavily on intuition to gauge the appropriate timing and course of their actions. Their ability to collect and interpret soft data helps them know just when and how to act.

•  They manage employees with something we call tough empathy. Inspirational leaders empathize passionately—and realistically—with people, and they care intensely about the work employees do.

•  They reveal their differences. They capitalize on what's unique about themselves.

Why Should Anyone Be Led by You?

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Transformational Leadership

–  The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively.

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Transformational Leadership

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Organisational Energy

Quelle: Bruch/Vogel 2005

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Charismatic Leadership

–  Charisma is an individual characteristic of the leader which inspires support and acceptance

–  Leadership is based on the leader’s personal charisma

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Figure 13.3 The Charismatic Leader

David A. Nadler and Michael L. Tushman, “Beyond the Charismatic Leader: Leadership and Organizational Change,” California Management Review, Winter 1990, pp. 70-97.

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Leadership Code

Ulrich et al. 2008

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Attributions of Leadership

–  Holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors

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Alternatives to Leadership

•  Leadership Substitutes: Individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance

•  Leadership Neutralizers: Factors that render ineffective a leader’s attempts to engage in various leadership behaviors

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Table 13.1 Substitutes and Neutralizers for Leadership

plus Values and Corporate Culture

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The Changing Nature of Leadership

Leaders as Coaches

New Roles: Leader as Mentor

–  Help select team members/other new employees

–  Provide general direction

–  Help train/develop the team and member skills

–  Help acquire information/resources

–  Help resolve conflict and mediate disputes

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Emerging Issues in Leadership

Strategic Leadership The capability to:

–  understand the complexities of both the organization and its environment.

–  lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment.

Managerial requirements –  Thorough/complete understanding of the organization. –  Firm grasp of the organization’s environment. –  Awareness of the firm’s alignment with the environment. –  Ability to improve the alignment.

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Ethical Leadership –  Increasing environmental pressure for stronger

corporate governance models. –  Increasing pressure for high ethical standards for

leadership positions. –  Increasing pressure to hold leaders accountable for their

actions.

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Virtual Leadership

–  Leadership and mentoring change as personal contact moves virtual.

–  Nonverbal communication becomes difficult.

–  Written communication through email takes on a more important role for conveying appreciation, reinforcement, constructive feedback.

–  Face-to-face leadership skills become critical as the opportunities decrease for direct contact.

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