Download - 612 - Leadership

8/4/2019 612 - Leadership

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Leadership

MGMT 612 - ICESI

Professor Michael Burke


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Objectives

Recognize the differences between trait,

behavioral, and contingency theories.

Describegeneral leadership styles.

Discuss distinctions between transactional and

transformational leadership.


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Leadership

The process of providing direction and influencing

individuals or groups to achieve goals.

Similarly, Kaiser, Hogan, and Craig (2008) define leadership as:

1) Influencing individuals to contribute to the good of the group, and2) Coordinating and guiding the group to achieve its goals.


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Classes of Leadership Theories

Leadership

Trait

Behavioral

Contingency:Depending on situation


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Trait Theories of Leadership

Ambitionand Energy

Desireto Lead

Self-Confidence

Honestyand Integrity

Intelligence (IQ)& (EQ)

Job-RelevantKnowledge


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Leadership Attributes

Universally Liked and Disliked

(across 62 nations)

Positive Leader Attributes Trustworthy

Just

Honest Plans ahead

Encouraging

Intelligent

Communicative

Based on responses from 17,000middle managers from 951organizations in 62 countries.

Negative Leader Attributes Asocial

Non-cooperative

Irritable Non-explicit

Egocentric

Ruthless

Dictatorial


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What is the Takeaway

from Trait Theories?Consider the inclusion of personality (Judges

work) and other trait assessments in selection

and promotion processes.Consider conducting management development

programs to create awareness of traits and how

they influence behavior.


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Behavioral Theories

Concentrated on leadership styles, and identifyingbehaviors that differentiated between effective andineffective leaders. University of Michigan Studies (job-centered and employee-

centered styles)

Ohio State Univ. Studies (initiating structure andconsideration)

The Managerial Grid (concern for production and concern forpeople)

Tended to focus on the one best style.


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The Managerial Grid

Adapted from Blake and Moutons Managerial Grid

Concern

forPeople

High Concern

Low Concern

9

8

7

6

5

4

3

21

Concern for Production

1 2 3 4 5 6 7 8 9Low Concern High Concern

4,3style

8, 7style

2, 6

style

The best

leadership style9,9

style

Grid Training helps leadersmove to a style high in both Concern for people

Concern for production


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What are the Takeaways from

Behavioral Styles Theory?To some degree, we can shape leader behavior

through interventions such as training.

Research revealed that there is no one beststyle.

Research pointed out that it is important to

understand how frequently and howeffectively leaders exhibited various behaviors.


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Contingency Theories

Focused on leader style and situational characteristics(leader style should match situational demands).

Fiedlers Theory Path-Goal Theory

Complex and difficult to apply and do not necessarilyapply to rapidly changing environments.

Takeaway: Consider the need to modify leadership stylewhen faced with strong situational demands (e.g., timepressures).


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The Hunt for T-Rex

A platform for discussing the nature of leadership

behavior and issues such as: Clarity of purpose and

goals, empowerment, focus on quality, contingency orsituational aspects of leadership.

To reflect on how we make decisions as individuals and

within groups and teams.

To (possibly) demonstrate the synergistic effect that can

be produced by effective team interaction.


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Additional Perspectives

on LeadershipLeader-Member Exchange: focuses on dyadicrelationship between manager and direct reports

In-group vs. Out-group exchange: Mutual trust andrespect versus the lack thereof.

Assessing your leader-member exchange: OBExercise

Research Findings LMX related positively to job satisfaction, job

performance and other outcomes.


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LMX:

Primary Management ImplicationsFor leaders: establish high-performance

expectations forall direct reports, with high

levels of communication.For subordinates:

Focus on goals and what you can control.

Use a problem-solving approach whendisagreements arise. This point always applies to

leader.


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Transactional Leadership

Transactional leaders

Display active management-by-exception behavior

Display contingent reward behavior1. Understand what followers want to receive from their work, and

attempt to give them what they desire, contingent on performance

2. Clarify links between performance and reward

3. Exchange rewards and promises of rewards for specified

performance levels

4. Respond to the interests of followers only if the followers are

performing satisfactorily


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Transformational Leadership

Transformational leaders

Motivate followers to Do more than expected (organizational vision and outcomes)

Continuously develop and grow

Increase their level of self-confidence

Place the interests of the team or organization before their own

Display charisma

Intellectually stimulate their subordinates

Provide individual consideration of subordinates


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Leader Behaviors Leader Behaviors

Articulate clear and appealingvision

Communicate the vision

Delegate significant authorityand responsibility

Eliminate unnecessarybureaucratic restraints

Promote cooperation andteamwork

Encourage open sharing of ideasand concerns

Encourage participative decision

making Provide coaching, training and

other developmental experiences

Modify structure to promote keyvalues and objectives

Transformational Leadership

TransformationalLeader

Individualconsideration

Intellectualstimulation

Charisma


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What is the take-away from research on

transformational leadership?

Charisma, intellectual stimulation and individualconsideration (i.e., transformational leadership) arepositively related to organizational effectiveness onlyunder conditions of environmental uncertainty. Thus, followership is important people may not prefer a

transformational leader under conditions of threat or whenfacing relatively routine coordination problems.

In Vugt, Hogan, and Kaisers (2008) analysis, Except forcertain well-defined situations, people will perform better ifthey are left alone.


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Leaders Leading Leaders

Southwest Airlines

LEADERSHIP is a dynamic relationship based onmutual influence and common purpose between

leaders and collaborators in which both are moved to

higher levels of motivation and moral development as

they affect real, intended change.


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How They Do It

An Organization Level PerspectiveA Trait Approach:

Proctor & Gamble (Cincinnati, OH), 135,000 employees. Hire for emotionalintelligence. Look for leadership experience, chairing the debate team, servingas church choir director, etc.

A Behavioral Approach:

General Electric (Fairfield, CT), 300,000 employees. Develops leaders throughtraining and on-line workshops.

BBVA (Bilbao, Spain), 108,000 employees. Use peers and self-evaluations toidentify managers with participative style.

A Contingency Approach:

Hindustan Unilever (Mumbai, India), 15,000. Place the right people in the rightjobs, based on leader style from a leadership rating matrix.

A Behavioral/Transformational Approach:

Nokia (Espoo, Finland), 68,500 employees. The companys 12 executives meet 4to 5 times with protgs at VP level during a 6-month program, with on-the-jobfollow-up lessons and assessments of their ability to lead, teach, and inspire.


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How They Do It

A Global Perspective

The GLOBE Study: Importance ofcultural values

such as collectivism, power distance, avoidance

of uncertainty, etc.Identification ofcultural clusters with more or

less effective leadership styles.


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Global Differences

in Leadership

Anglo cluster (ideal leader) Charismatic influence and inspiration, encouraging participation

Diplomatic, delegating authority, allowing everyone to havetheir say

Arabic cluster (ideal leader) Need to balance paradoxical set of expectations

Expected not to differentiate themselves from others and have modeststyles

Expected to have great deal of power and control, and to direct mostdecisions and actions


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Global Differences

in Leadership

Germanic cluster (ideal leader) Charismatic

Highly team-oriented

Participative

Southern Asia cluster (ideal leader) Humane, participative, and charismatic

Expected to be benevolent while maintaining a strongposition of authority

Implications for training and developing leaders?


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Leadership Criteria

Unit of Analysis: Individual Leader Ratings (Standing Out or Approval) of leader/manager effectiveness

Common in leadership research

Unit of Analysis: Group Process assessments (e.g., follower attitudes and actions)

Outcomes (e.g., productivity, customer indicators, financial indicators)

Generally, we know less about how leadership relates to group outcome criteriathan we do about leadership related to ratings of individual leader approval or

group processes. But the evidence is clearly in favor of leadership and particularorganizational practices as influencing firm performance

How do these points tie back to our discussion of organizational culture andorganizational climate?


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Recap

Trait, behavioral, and contingency theories of leadership

have been proposed with each having important

practice implications.Recent research and practice efforts have focused on

LMX and transformational perspectives.

Knowledge of leadership theories is helpful for certain

well-defined situations, but people may do well in manycontexts with less emphasis on leadership/supervision.

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