Leadership

Student Presentations

Dammein Hurdle Brian Sheeran Jacelyn Lopez-Bello Willie Douglas J.R. Gonzalez Dilcia Vasquez Abubakar Quartey

What is Leadership?

“There are almost as many definitions of leadership as there are persons who have attempted to define the concept.”

Stodgill, 1981. p. 7

" ...leadership is like the Abominable Snowman,whose footprints are everywhere but who is nowhere to be seen“

Bennis & Nanus, 1997

What is Leadership?• Leadership is the “behavior of an individual …

directing the activities of a group towards a

shared goal.” Hemphill and Coons, 1957

“Leadership is about innovating and initiating …

Leadership is creative, adaptive, and agile …

Leadership looks at the horizon, not just at the

bottom line.” Bennis and Goldsmith, 1994, p. 4

What Is Leadership?

• Ability to get others to do what you want• Leaders motivate people to get things done• Leaders provide a vision• Leadership is facilitation

In their book, Reframing Organizations, Bolman and Deal say the answer seems to fall into the following categories:

Bolman, L.G., & Deal, T.E. (1997). Reframing organizations: Artistry, choice, and leadership. (2nd ed.). San Francisco, CA: Jossey-Bass.

Definition of Leadership

A passion for your goals An understanding of your medium Examples:

Microwave multiplexer designer Journalist Politician?

We are most interested in people leadership

Exercise - Changes in Leadership

In the first column of the worksheet at table, list the significant ways in which your business is changing. What is changing? What does the business have to do to cope?

Changing Environment Worksheet

What’s Changing Organization ResponseCustomers expect immediateresponse

Exercise - Changes in Leadership

In the second column, list the things your organization must do to cope with the change listed in the first column. How must the organization behave differently to meet the changes?

Changing Environment Worksheet

What’s Changing Organization ResponseCustomers expect immediateresponse

Must reduce cycle time forproduction of widgets

Exercise - Changes in Leadership

Form small groups Describe change and organization response Determine what leadership behaviours are required to lead

organization (last column)

Changing Environment Worksheet

What’s Changing Organization ResponseCustomers expect immediateresponse

Must reduce cycle time forproduction of widgets

Leadership Behaviours

As described by participants in LDP:

Visionary Trustworthy Charismatic Decisive Flexible Good Communicator Integrity Motivational

Effective Leadership Indicator

Overall adjectives might be perceived as falling into specific groupings. On the one hand, they can becommon, mixed or uncommon descriptors (defined by how many people are typically described that way).They can also be seen as making people more effective, less effective or being neutral. If we create a tablewith those rows and columns, here is the result.

Effect /Adjective

More Neutral Less

CommonFair *Resourceful *Determined *Dependable *Trusted *Understanding *Supportive *Adaptable *Appreciative *Self-confidentConsiderateAnalyticalOrganizedEnergetic

EncouragingInitiatingDecisiveIndependentMethodicalDelegatingPatientReflectiveDeliberateEasygoingConsentingCompromisingCasual

Mixed PermissiveForcefulDemandingChangeable

BluntOpinionatedCriticalConservativeGuardedConventional

Uncommon DogmaticPressuringManipulatingDetachedImpulsive

ImpersonalSelf-centeredAbrasiveImpatientNoncommittal

* -Critical Adjectives

Globe Project

Background Are transformational

characteristics of leadership universally endorsed?

170 country co-investigators 65 different cultures What traits are universally viewed

as impediments to leadership effectiveness?

Globe Database 17,500 middle managers 80% male 65 countries 800 organizations

Universal PositiveLeader Attributes

Trustworthy Honest Encouraging Positive Dynamic Motivator Dependable Intelligent

Decisive Communicative Informed Team builder Win-win problem solver Plans ahead Just

Universal NegativeLeader Attributes

Loner

Asocial

Irritable

Dictatorial

Ruthless

Non-cooperative

Egocentric

Culturally Contingent Items

Ambitious Cautious Cunning Domineering Elitist Enthusiastic Formal Independent Individualistic Intra-group competitor

Intra-group conflict avoider

Intuitive Logical Micro-manager Risk-taker Self-effacing Sensitive Sincere Worldly

Leadership Behaviours

Items generated by exercise not different from those people use to describe past leaders

Special emphasis on people and strategic relationships rather than technical abilities.

Are some areas usually described as changing

Leadership Behaviours

Level Five Leader - Jim Collins, Good to Great

Mix personal humility with professional will Seek sustained results -

Who is on the bus Hedgehog Concept Flywheel

Leadership Behaviours

Primary change appears to be response to information overload.

Information overload not new but rate of change has increased exponentially.

New leader must be able to successfully handle higher levels of information flow while making reasoned decisions.

Trait Theories: 1960s-1990s

ambition and energy desire to lead honesty and integrity self-confidence

intelligence high self-monitoring job-relevant

knowledge

Seven traits seemed to differentiate leaders from non-leaders (but with only modest predictive ability)

Researchers began organizing traits around the Big Five personality framework

Conscientiousness Agreeableness Emotional Stability Openness to experience Extraversion

Resulted in consistent support for traits as predictors of emerging leaders

BUT Assume innate, or inherent

skills Only moderate predictive

ability Gender-bias

Gender bias today?

Do you think stereotypes affect who we tend to see as a leader?

Gender Bias in Leadership Perception

Ann B. Hopkins was denied a partnership at Price Waterhouse (U.S., 1987)

Gender stereotyping played a role in this decision (Fiske et al., 1991).

Perceptions of Leadership(SIOP)

Traits often attached to effective leadership are "masculine" (e.g., courage, persuasiveness, and assertiveness)

An aggressive male leader will be viewed as ambitious, while an aggressive female leader may be viewed as pushy.

These perceptions are grounded in the gender stereotypes that have developed over time.

Behavioral Theories

A move from leaders to leadership Assumes people can be trained to

lead Researched the behaviors of specific

leaders Provides the basis of design for

training programs

Assessing leadership behaviors

Measures:

Campbell Leadership Index (CLI) Benchmarks Firo-B (covered in class already: Inclusion,

Control, Affection)

How used?

Campbell Leadership Index(Nilsen & Campbell, 1998)

Where do you stand on these? Leadership Energy Affability Dependability Resilience

CLI

Leadership orientation includes 8 subscales: Ambitious Daring Dynamic Enterprising Experienced Farsighted Original Persuasive

CLI

Energy orientation No subscales

Affability orientation Affectionate Considerate Empowering Entertaining Friendly

CLI

Dependability orientation Credible Organized Productive Thrifty

Resilience orientation Calm Flexible Optimistic Trusting

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Self-Observer Comparison for Chris Sample(8 Observers) Page 2

Self Observer Average

Leadership Energy Affability Dependability Resilience

Self 51 46 56 31 56 58 60 52 48 45 38 34 40 51 29 37 57 52 57 60 63 52 50 49 59 51 49

Observers 49 60 46 38 50 51 57 49 56 52 37 29 43 43 33 34 55 47 61 55 65 48 51 44 49 50 48

Survey Version: B

S T A N D A R D S C O R E

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© 1988, 1990, 1996, 1998 David Campbell, Ph.D. This form, and its contents, may not be duplicated in any manner without written permission from the publisher.Published by National Computer Systems, Inc., Minneapolis, MN 55440. The Campbell Leadership Index is one of the Campbell Development Surveys by David Campbell, Ph.D.

"CLI" is a registered trademark and "Campbell" is a trademark owned by David Campbell, Ph.D.

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The Overall Index is based on the items scored across all of the scales.

Scores 60 or higher are considered very high.

Scores of 40 or below are considered very low.

Scores between 40 and 45 fall into the low range.

Scores between 45 and 55 are mid-range.

Self scores are plotted with black diamonds. Average observer scores are plotted with hollow circles.

Orientations and scale titles are printed here.

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Benchmarks(CCL, 2001)

16 Leadership skills/perspectives important for success Resourcefulness Doing whatever it takes Being a quick study Decisiveness Leading employees Confronting problem employees Participative management Change management

Benchmarks continued….

Building and mending relationships Compassion and sensitivity Straightforwardness and composure Balance between personal life and work Self-Awareness Putting people at ease Differences matter Career management

Benchmarks continued…

PLUS Problems that can stall a career:

Problems with Interpersonal Relationships Difficulty Building and Leading a Team Difficulty Changing or Adapting Failure to Meet Business Objectives Too Narrow a Functional Orientation

Importance For Success Average ScoresScale All Obsv Boss Self All Obsv Self

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Higher Ratings Preferred

SECTION 1: LEADERSHIP SKILLS AND PERSPECTIVES

Importance For Success And Average Scores

The center columns of the table summarize “Most Important for Success” information: how many All Observers (excluding Self) considered the scale to be one of the eight “Most Important for Success” in your organization, which scales were selected () by your immediate Boss, and which ones were selected () by you (Self).

The columns on the right show the average scores for all the questions (items) in the 16 scales. Your All Observer score includes everyone who completed a survey for you except yourself. The detailed item scores for each scale are shown on pages 8 through 32.

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PAT S. NOTREAL

1. Resourcefulness 8 4.04 3.60

2. Doing Whatever It Takes 4 3.87 3.78

3. Being A Quick Study 4 3.65 2.75

4. Decisiveness 6 3.96 4.00

5. Leading Employees 8 3.93 3.29

6. Confronting Problem Employees 3 3.63 3.67

7. Participative Management 5 4.07 4.00

8. Change Management 6 3.94 3.78

9. Building And Mending Relationships 7 3.98 3.73

10. Compassion And Sensitivity 3 4.11 3.29

11. Straightforwardness And Composure 6 3.95 4.00

12. Balance Between Personal Life And Work 5 4.46 4.25

13. Self-Awareness 3 4.03 3.50

14. Putting People At Ease 5 4.60 4.00

15. Differences Matter 2 4.61 4.17

16. Career Management 3 3.82 2.89

Development

Look at situational demands and your current skill level and consider anxiety/performance relationship:

Under-challenged

Over-challenged

Developmental Balance

Relationship between current skills and situational demands

OVERCHALLENGED

Current SkillsSituational Demands

Relationship between current skills and situational demands

Current SkillsSituational Demands

DEVELOPMENTAL BALANCE

Ohio State Studies

Developed two categories of leadership behavior

Initiating structure – leader attempts to organize work, work relationships, and goals

Consideration – leader displays concern for followers’ comfort, well-being, status, and satisfaction

Ohio State Studies

Research findings: “High-High” leaders achieved higher

subordinate performance and satisfaction

BUT High on initiating behavior in routine tasks =

higher rates of absenteeism, grievances, turnover

Ohio State Studies

Lesson learned:

Need to consider the situational factors that influence leadership success and failure

Situational Leadership

What kind of leader does it take to lead… ….in a gang?

….in an emergency hospital room?

....in a family-run business?

…in a global organization?

Situational Leadership Model(Hersey, 1979, 2002)

Situational Leadership Model(Hersey, 1979, 2002)

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HIGH

HIGHTASK BEHAVIOUR

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P4 P1P2P3

S4 S1

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Coaching

Structuring

Encouraging

Delegating

S1 Leader • Structuring1. Tells what, when, where2. Shows how, demonstrates,

instructs3. States facts and procedures4. Follows up on tasks5. Takes charge6. One way communications

P1 Performance New to task Does not know how OR Low Motivation OR Unsatisfactory performance

if not shown how to do job High Insecurity

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S2 Leader • Coaching1. Shares “why”2. Solicits ideas3. Persuades, influences4. High interaction, feedback

and participation5. Two way communications6. Time consuming

P2 Performance Performance has improved Motivated, willing, confident Still needs direction

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S3 Leader • Encouraging1. Good listening2. Two way communications3. High support4. Emphasis on increasing

confidence and motivation5. Less emphasis on how task

is accomplished

P3 Performance Experienced Skilled Still needs encouragement,

recognition or confidence OR May be unwilling

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S4 Leader • Delegating1. Gives little encouragement

or direction2. Informs that efforts are

recognized and appreciated3. Allocates appropriate resources4. Keeps a regular contact

P4 Performance Experienced Competent Willing Responsible Confident Autonomous Involved Provides own reinforcements

through results

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Applying Situational Leadership Break-Out Groups

Analyze 4 Scenarios—Apply SL Model

For each scenario, come up with best strategy and figure out to which quadrant each strategy belongs

Student Presentations

Contingency Theories

Fiedler Leader-member exchange Path-goal Leader-participation

Fiedler Leadership Model

Effective group performance depends on the proper match between the leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

Least-preferred co-worker (LPC)

questionnaire: Asses leadership style

Fiedler Model Continued…

Relationship-oriented: describe your least favorite coworker in favorable terms (high LPC score)

Task-oriented: describe your least favorite coworker in negative terms (low LPC score)

Leadership style is FIXED, per Fiedler

Fiedler Contingency Dimensions

Leader-member relations Task structure Position power

Fiedler Model

Fiedler Model continued…

Fiedler adjusted his own model

8 down to 3 situations: Task-oriented leaders do best in hi/low control Relationship leaders do best in moderate control

situations

Problem: LPC scores not reliable over time; logic not well understood!

Leader-Member Exchange (LMX) Theory Leaders do differentiate among followers

In-group choosing far from random (remember social identity theory?)

Followers with in-group status have: higher performance ratings lower turnover intentions greater satisfaction with their superiors higher overall satisfaction than those in the out-group

Path-Goal Theory(Robert House)

Leader’s job is to assist followers in attaining their goals provide the direction and support needed ensure that goals are compatible with the overall

objectives of the organization

Leaders behavior perceived as acceptable & motivational

Path-Goal Theory

Directive leader Supportive leader Participative leader Achievement-oriented leader

Path-Goal Theory

Leader-Participation Model(Vroom & Yetton)

Leader behavior must adjust to reflect the task structure

Sequential set of rules that should be followed in determining the form and amount of participation in decision making

Transactional leaders - - motivate their followers in the direction of established goals by clarifying role and task requirements

Transformational leaders - inspire followers to transcend their own self-interests for the good of the organization

Charismatic Leadership Theory

Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

Charismatic Leaders

Have vision & can articulate that vision

Willing to take risks to achieve vision

Sensitive to both environmental constraints and follower needs

Exhibit behaviors that are out of the ordinary

How Charismatic Leaders Influence Followers

Articulate an appealing vision Communicate high performance expectations Convey, through words and actions, a new set of

values Make self-sacrifices and engage in unconventional

behavior to demonstrate convictions about the vision

Increasing body of research shows correlations between charismatic leadership and high performance and satisfaction among followers

Importance of non-cognitive aspects of intelligence Role of emotional intelligence in leadership

effectiveness

Ethical implications in leadership (last week’s class)

Need to modify leadership style to cultural differences

Emotional Intelligence (EI) 1937: Robert Thorndike writing about

social intelligence Recent studies indicate that EI is the best

predictorof who will emerge as a leader

Goleman, “What makes a Leader?”(Harvard Business Review, 1998) Leadership = IQ + technical ability + emotional

intelligence

EI competencies are NOT innate, but learned abilities

5 components of emotional intelligence Adapted from Saloveys work in 1990s

EI

1) Self-Awareness

Hallmarks are: Self-confidence Realistic self-assessment Self-deprecating sense of humor

EI

2) Self-Regulation

Hallmarks are: Trustworthiness and integrity Comfort with ambiguity Openness to change

EI

3) Motivation

Hallmarks are: Strong desire to achieve Optimism, even in face of failure Organizational commitment

EI

4) Empathy

Hallmarks are: Expertise in building and retaining talent Cross-cultural sensitivity Service to clients and customers Social awareness

EI 5) Social Skills

Hallmarks are: Effectiveness in leading change Persuasiveness Expertise in building and leading

teams Skilled at handling emotions in

others

EI Measures

EQ-I (Bar-On, 1997): self-assessment

Multifactor EI Scale (Mayer, Caruso, & Salovey, 1998): test of ability/perform a series of tasks related to emotion

Emotional Competence Inventory (ECI; Goleman, 1998): 360-degree instrument assessing EI competencies of person

Managing Diversity(SIOP)

Some researchers go as far as to distinguish between "hiring diversity" and managing diversity.

Managing diversity in organizations entails maintaining an atmosphere where people with different perspectives are allowed to speak and act freely.

Training can focus on the sources of this diversity (cultural, racial, gender, age-related, etc.) and why people who are different should not be viewed as deficient.

Leaders need followers!

Role of Followers: Accept the right of the person to lead Give Leader feedback and make contributions Provide information and be a resource Guard against stereotyping

Leaders and followers are interdependent

What are the advantages to being a follower?

Leaders need to build trust!

Build a sense of safety for everyone

What is Trust?

A positive expectation that another will not--through words, actions, or decisions--act opportunistically

We feel trust. Emotions associated with trust include companionship, friendship, love, agreement, relaxation, comfort.

Familiarity, Risk

Trust Dimensions

CompetenceCompetence ConsistencyConsistency

LoyaltyLoyalty OpennessOpenness

IntegrityIntegrity

Three Types of Trust

Deterrence-based = fear-based

Knowledge-based

Identification-based

How to Build Trust

Practice openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidences Demonstrate competence

Think, Think, Think

Are all managers leaders? Are all leaders managers? Are all leaders experts? Are all experts leaders?