Download - 612 - Leadership
-
8/4/2019 612 - Leadership
1/25
Leadership
MGMT 612 - ICESI
Professor Michael Burke
-
8/4/2019 612 - Leadership
2/25
Objectives
Recognize the differences between trait,
behavioral, and contingency theories.
Describegeneral leadership styles.
Discuss distinctions between transactional and
transformational leadership.
-
8/4/2019 612 - Leadership
3/25
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.
-
8/4/2019 612 - Leadership
4/25
Classes of Leadership Theories
Leadership
Trait
Behavioral
Contingency:Depending on situation
-
8/4/2019 612 - Leadership
5/25
Trait Theories of Leadership
Ambitionand Energy
Desireto Lead
Self-Confidence
Honestyand Integrity
Intelligence (IQ)& (EQ)
Job-RelevantKnowledge
-
8/4/2019 612 - Leadership
6/25
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
-
8/4/2019 612 - Leadership
7/25
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.
-
8/4/2019 612 - Leadership
8/25
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.
-
8/4/2019 612 - Leadership
9/25
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
-
8/4/2019 612 - Leadership
10/25
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.
-
8/4/2019 612 - Leadership
11/25
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).
-
8/4/2019 612 - Leadership
12/25
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.
-
8/4/2019 612 - Leadership
13/25
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.
-
8/4/2019 612 - Leadership
14/25
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.
-
8/4/2019 612 - Leadership
15/25
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
-
8/4/2019 612 - Leadership
16/25
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
-
8/4/2019 612 - Leadership
17/25
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
-
8/4/2019 612 - Leadership
18/25
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.
-
8/4/2019 612 - Leadership
19/25
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.
-
8/4/2019 612 - Leadership
20/25
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.
-
8/4/2019 612 - Leadership
21/25
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.
-
8/4/2019 612 - Leadership
22/25
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
-
8/4/2019 612 - Leadership
23/25
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?
-
8/4/2019 612 - Leadership
24/25
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?
-
8/4/2019 612 - Leadership
25/25
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.