busm 1162 managingpeople lecture 6 leadership sem 1 2016

8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016

1/20

Lecture 6

Approaches to Leadership

Professor Sandra Jones

1

BUSM 1162 MANAGEMENT 1 –

MANAGNG PE!PLE


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Session Learnin" !#$ecti%e

&1' To identif( different co)ponents of Leadership

& 2' To e*p+ore the spectru) of Leadership fro) that of a

ro+e to that as an acti%it(

& ,' To discuss the i)p+ications of this spectru) for

+eadin"'

2


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4/20

DescriptionLEA0Eship as a !LE underta7en #( indi%idua+s

in for)a+ positions of authorit(

LeaderS8P as a function5acti%it( underta7en #()an( in #oth for)a+ positions or authorit( and as

e*perts

Leads to a networked approach to thatcomplements leadership by leaders in positionsof responsibility with leadership of functional anddiscipline experts shared throughout theorganisation.

4


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9!MP!NENTS !: LEA0Eship;Tho)pson<

5

Teamwork

& Tension


6/20

LEA0ES8P N=!L=ES A 9!MPLE> M> !:

S?LLS4 BE8A=!US AN0 A9T!NS

LEADERSHIP

Reward

Interpersonal

Referent

Communication

Expert

ec!nical "

Professional

Competence

P 69

6


7/20

LEA0ES8P S !:TEN SEEN AS

N=!L=NG@

I. Diagnosis situations and

followers

II. Identifying action

(Provide rewards, direction,

and/or support for followers)

III. Modification situation and/or

follower caracteristics

1-

!


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T8E!ES !: LEA0Eship inc+ude@

Situationa+ 9ontin"enc(

"ontingency

#eories

$ollower%s

Psycological

&eactions

$iedler%s

"ontingency

Model

#as'riented

&elationsipriented

*eader +eaviors

or Predispositions

ituational

"aracteristics

$ollower -

roup

utcoes

0ersey -

+lancard%situational

*eadersip

Model

#as'riented/

Directive&elationsip

riented/upportive

*eadereer

relations#as' structure

*eader%s position

power

0ig group

perforance

$ollower

developent#as' relevant

aturity

atisfaction

"oitent

0ig follower

perforance

3-

2


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"ontingency

#eories

$ollower%s

Psycological

&eactions*eader +eaviors

or Predispositions

0ouse%sPatoal

teory

ituational

"aracteristics

$ollower -

roup

utcoes

Directiveupportive

Participative

cieveent riented

4or' $acilitation (e)

Interaction $acilitation

(e)

roupriented (e)

&epresentative (e)

"arisatic (e)

ared *eadersip (e)

#as' structure oraiguity

$rustrating, stressful,

or dissatisfying tas'

"allenging tas's

*ow follower

autoritarianis

or ig need for

independence

atisfactionMotivation

cceptance of

te leader

5o clarity

0ig effort

0ig followerperforance

*ow levels of

grievances -

turnover

0ig group

perforance(e)

(e) indicates ites wic are part of a recently epanded version of tis

odel wit no researc support. 3-

7


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"ontingency

#eories

$ollower%s

Psycological


or Predispositions

8u'l%s

Multiple

*in'age

Model

ituational

"aracteristics

$ollower -

roup

utcoes

upporting

9etwor'ing

Managing conflict#ea uilding

Motivating

&ewarding -

recogni:ing

Prole solving

Planning -

organi:ing

"onsulting -

delegating

Monitoring

"larifying

Inforing

rgani:ation%s

reward syste

$ollower%s tas'sPolicies and

procedures

#ecnology of te

wor'place

rgani:ational

crises or a;or cange

$ollower%s

caracteristics


11/20



"ontingency

#eories

$ollower%s

Psycological


or Predispositions

?roo

8etton5ago%s

9orative

Model of

Decision

Ma'ing

ituational

"aracteristics

$ollower -

roup

utcoes

$ive Decisiona'ing

tyles

• Decide• "onsult individually

• "onsult roup

• $acilitate

• Delegate

Decision significance

Iportance of

coitent*eader%s epertise

*i'eliood of

coitent

roup support for

o;ectives

roup epertise

#ea copetence

0ig decision

acceptance0ig decision

=uality

Decision

tieliness

"ost of

decision

a'ing

pportunities

for learning

anddevelopent

3-

11


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LEA0ES@ Po-er4 nf+uence4 and

Authorit(

& Po-er the a#i+it( of one person to cause another person to

do so)ethin"'

& nf+uence the use of po-er or po-er in action'

& Authorit( Authorit( is a specific t(pe of po-er' An indi%idua+

has authority if she has a +e"iti)ate ri"ht to reCuire another

person to do so)ethin"4 usua++( #ecause the indi%idua+ -ith

authorit( ho+ds a certain position'

2-16

1@


13/20

Leaders need :o++o-ers

LEADER #EHA$I%RS

SI&AI%'AL (AC%RS

HA DECREASE LEADER

E((ECI$E'ESS

'eutrali)ers of Leader

#e!a*ior

:o++o-er characteristics Dsituationa+ characteristics

-hich decrease

+eaders direct inf+uence

SI&AI%'AL (AC%RS

HA I'CREASE LEADER

E((ECI$E'ESS

En!ancers of Leader

#e!a*ior


-hich increase

+eaders direct inf+uence

(actors t!at Su+stitute

for Leaders!ip


that rep+ace the need for

+eadership #( inf+uencin"

ps(cho+o"ica+ reactions and

#eha%iora+ outco)es

(%LL%,ER-.R%&P

PS/CH%L%.ICAL

REACI%'S

Perceptions

Attitudes:ee+in"s

Moti%ations

E*pectations

(%LL%,ER #EHA$I%RAL

%&C%0ES

Perfor)ance

A#senteeis)

Turno%er

2-18

13


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:o++o-ership Beha%iors

.oal settin1 wit!

concern for 1roup

performance

#uild positi*e

relations!ips wit!

leader " coworers

%ffer information

" s!are *iewpoints

Span 1roup andor1ani)ational

+oundaries

Demonstrate 3o+

competence "

autonomous performance

(ollowers!ip#e!a*iors

Accuratel represent

leaders interests

ae on

responsi+ilities6

participate "

complete pro3ects

Demonstrate

independent critical

t!inin1 " creati*it

11-7

1A


15/20

LEA0ES8P :! T8E :UTUE

& I’s Es

& Ideas

Enchantment

&Imagination Emotion

& Intuition Empathy

& Insight Excitement

& Inspiration Edge

& Saachi D Saachi4 2FF2'

1B


16/20

LeaderS8P is a#out S8ANG ;Bo+den4Jones4 0a%is4 Gent+e ;2F16< ;https@55---'ti)eshi"hereducation'co)5#+o"5uni%ersit(+eadershipsai+in"to"etheror

sin7in"rou"hseas<

& 1' :ocus on ship rather than +eader

& e+ationa+ identit( ac7no-+ed"e socia+ interactions andre+ationships reco"nise "ro-ththrou"hconnections

& 2' Thin7 f+oti++a rather than oi+ tan7er & Peop+e processes professiona+ de%e+op)ent resources

& ,' E)#race the po-er of the cre-& )i* of e*pertise

& H' Go #e+o- dec7s& 9ha++en"e traditiona+ concepts of po-er and presti"e

& I' Use se)aphore to si"na+ intent& 9onte*t cu+ture chan"e re+ationships

78


17/20

6E CONCEPTUAL MODEL

6E 9onceptua+ Mode+ of 0L Jones4 8ar%e(4 Lefoe4 (+and D 8ad"raft 2F1,

1!


18/20

Si* #asic tenets –

79En1a1ement – -ith +eaders in positions of responsi#i+it( and e*perts

fro) a++ re+e%ant functions4 discip+ines4 "roups and +e%e+s'

29Ena+led : throu"h a conte*t of trust4 a cu+ture of respect and

co++a#oration

;9Enacted : %ia peop+e4 processes4 support and s(ste)s'

49Encoura1ed throu"h professiona+ de%e+op)ent4 )entorin"4

faci+itation4 9oPs4 D reco"nition and re-ard for contri#ution'

59E*aluated throu"h #ench)ar7s and ref+ection

89Emer1ent throu"h c(c+es of Participati%e Action esearch'

7<

&'DERSA'DI'. DL : HE 8E conceptual model

Bench)ar7s for 0L in 8i"her Education ;Jones4 8ar%e(4 Lefoe 4 (+and 4D 8ad"raft 2F1,<

6E CONCEPTUAL MODEL


19/20

2>


20/20

2>

Criteria for Distri+utedLeaders!ip

Dimensions and $alues of Distri+uted Leaders!ip

C%'E?rust

C&L&RERespect

CHA'.EReco1nition

RELAI%'SHIPSColla+oration

People are in*ol*edThe e*pertise of

each tea) )e)#er-as identified

The e*pertise of eachtea) )e)#er -as

used to )a7edecisions

nc+usi%e #eha%iours-ere )ode++ed in "roup

discussions

9o++ecti%e decision)a7in" of a++ tea)

)e)#ers -asencoura"ed

Processes are

supporti*e

The tea) e+ected a+eader #ut a+so

encoura"ed othertea) )e)#ers to

+eaders

A++ )e)#ers respected

each others opinionsand e*pertise

nc+usi%e #eha%iours

-ere )ode++ed in "roupdecisions

Students -ere

encoura"ed to sharetheir 7no-+ed"e

%pportunities tode*elop teammem+er sills arepro*ided

Tea) )e)#ers -ereintroduced in ho- to

-or7 in tea)s

The tutor pro%ided thetea) -ith )entorin"

support

Me)#ers contri#utionto the tea) -asencoura"ed and

reco"nised

The tutor encoura"edtea) co++a#oration

Resources area*aila+le

Access is pro%idedto roo)s and space4

to )eet

Assess)ent inc+udedreco"nition ofeffecti%e tea)

interactions

There -as f+e*i#i+it( toa++o- the tea) to

address pro#+e)s asthe( arose

Student ha%eopportunities to

co++a#orate in #oth thefacetoface and on+ine

en%rion) ent

M d ++ d ASET f 0L i 8i h Ed ti ;J 8 L f D + d 2F11<

#CD

busm 1162 managingpeople lecture 6 leadership sem 1 2016

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