LeadershipLeadership

ObjectivesObjectives

Contrast and compare “management” and Contrast and compare “management” and “leadership”“leadership”

Explain clearly the role of Explain clearly the role of communicationcommunication in in “managing” and “leading”.“managing” and “leading”.

Distinguish trait, behavioral and situational Distinguish trait, behavioral and situational approaches to understanding leadership, and approaches to understanding leadership, and provide examples of eachprovide examples of each

Distinguish, and illustrate through examples, Distinguish, and illustrate through examples, transformational and transactional leadershiptransformational and transactional leadership

LeadershipLeadership

Leadership: Leadership: – Set direction by developing a Set direction by developing a visionvision

of the future and of the future and alignalign and and inspireinspire people to take people to take personalpersonal ownership of ownership of this vision.this vision.

ManagementManagement

Managers: Managers: – ImplementImplement the vision and strategy the vision and strategy

provided by leaders.provided by leaders.– Plan, coordinate and staff, handle day-to-Plan, coordinate and staff, handle day-to-

day problems, ensure order and day problems, ensure order and consistency, consistency, monitormonitor results against plans results against plans

CommunicationCommunication

Managers Leaders

DirectDirectMonitorMonitorControlControlRewardReward

DisciplineDiscipline

InspireInspireTransformTransform

ExciteExciteImpassionImpassion

UnifyUnify

CommunicationCommunicationManagement & LeadershipManagement & Leadership

ManagementManagement– Performance management: developing, Performance management: developing,

direction, monitoring, providing feedback direction, monitoring, providing feedback (rewarding and disciplining)(rewarding and disciplining)

LeadershipLeadership– Creating the vision; securing widespread Creating the vision; securing widespread

enthusiastic endorsement; incite passion for enthusiastic endorsement; incite passion for achieving organizational missionachieving organizational mission

Communication: ManagementCommunication: Management

Communicate:Communicate:– Work expectations & role responsibilitiesWork expectations & role responsibilities– Specific assignments and directionsSpecific assignments and directions– Ongoing performance feedback (with praise or Ongoing performance feedback (with praise or

discipline)discipline)– Link work performed and unit and Link work performed and unit and

organizational objectivesorganizational objectives– Link organizational objectives and Link organizational objectives and

organizational missionorganizational mission

Barriers to effective Barriers to effective communicationcommunication

FilteringFiltering““Jargon”Jargon”Selective perceptionSelective perceptionInformation/work overloadInformation/work overloadDefensivenessDefensivenessEmotions/StressEmotions/StressLanguage & CultureLanguage & Culture

Enhancing Effectiveness ofEnhancing Effectiveness ofCommunicationsCommunications

Clear expectationsClear expectationsOpen and timely feedbackOpen and timely feedbackSimple language (no “jargon”)Simple language (no “jargon”)Listen actively (paraphrase)Listen actively (paraphrase)Constrain emotionsConstrain emotionsMonitor you nonverbal cuesMonitor you nonverbal cues

Communication: LeadershipCommunication: Leadership

ClarityClarityConsistencyConsistencyCommon purposeCommon purposePraise & recognition Praise & recognition

– TrustTrust– IntegrityIntegrity

LeadershipLeadership

Traits BehavioursSituation

(contingency)

AmbitiousAmbitiousSelf-ConfidentSelf-ConfidentDesire to LeadDesire to Lead

HonestyHonestyIntegrityIntegrity

Job relevant Job relevant knowledge knowledge

Initiating StructureInitiating StructureConsiderationConsideration

Production OrientationProduction OrientationEmployee OrientationEmployee Orientation

Leadership Leadership stylestylemust fitmust fit

the the personperson and and situationsituation

WelchWelchEnergeticEnergeticEnergizerEnergizer

EdgeEdgeExecutionExecution

(high self monitor)(high self monitor)

Trait ApproachTrait Approach

No universal traits that predict in all No universal traits that predict in all situationssituations

Traits predict more in weak situations Traits predict more in weak situations than strong situationsthan strong situations

Cause or effect?Cause or effect?Traits predict leadership, but not so well Traits predict leadership, but not so well

effectiveness as a leadereffectiveness as a leader

Behavioral ApproachBehavioral Approach

Specific behaviors distinguish leaders Specific behaviors distinguish leaders from non-leadersfrom non-leaders– Initiating structureInitiating structure– ConsiderationConsideration

The Managerial GridThe Managerial Grid

Concern for Production

1

2

3

4

5

6

7

8

9 1 2 3 4 5 6 7 8 9

Con

cern

for

Peop

le

(1,9)

(1,1)

(5,5)

(9,9)

(9,1)

Contingency ApproachContingency Approach

The leadership behaviours which will be The leadership behaviours which will be “most effective” will depend (are “most effective” will depend (are contingent) upon the situation (environment contingent) upon the situation (environment and the people). and the people). – Formal power, task structure, leader-member Formal power, task structure, leader-member

relationship, stress, followers’ “readiness”relationship, stress, followers’ “readiness”– (e.g. Path-goal theory: Directive, supportive, (e.g. Path-goal theory: Directive, supportive,

participative, achievement oriented)participative, achievement oriented)

LMX (Contingency Theory)LMX (Contingency Theory)

Leaders create “in-groups” and “out-Leaders create “in-groups” and “out-groups”groups”

Subordinates in the “in-group” treated Subordinates in the “in-group” treated more favorably than those in the “out-more favorably than those in the “out-group”group”

In-group members more satisfied, In-group members more satisfied, productive, more likely to remain with productive, more likely to remain with employeremployer

Transactional & Transactional & Transformational LeadershipTransformational Leadership

TransactionalTransactional– contingent rewardcontingent reward– management by exceptionmanagement by exception

TransformationalTransformational– Charismatic & InspirationalCharismatic & Inspirational– Intellectual stimulationIntellectual stimulation– Individual considerationIndividual consideration

Transformational versus Transformational versus TransactionalTransactional

Transformational Transformational buildsbuilds on transactional on transactional– Effective leadership draws on both Effective leadership draws on both

transactional and transformational approachestransactional and transformational approaches– More fundamentally, effective leadership is More fundamentally, effective leadership is

founded on:founded on: Trust Trust Integrity (honesty and truthfulness)Integrity (honesty and truthfulness) RespectRespect CompetencyCompetency

Jack Welch: G.E.Jack Welch: G.E.

VisionVision– Global PlayerGlobal Player– #1 or #2 in the market for all businesses#1 or #2 in the market for all businesses– Learning culture (innovation)Learning culture (innovation)– Product ServiceProduct Service

Jack WelchJack Welch

Transformational:– Intellectual stimulation?– Individual consideration?– Charismatic/inspiring?

Transactional:- Contingent Reward

LeadershipLeadership

Does it always matter?Impact of Culture?