The Manager as The Manager as LeaderLeader

Inspiring global commitmentInspiring global commitment

TM Ch 12-2

Is leadership born or Is leadership born or taught?taught?

• There are some traits common to acknowledged leaders

• But research shows it is behaviour that determines success

• Leadership involves an assessment of the situation and the application of an appropriate style

TM Ch 12-3

Zaleznik’s differentiation Zaleznik’s differentiation between managers and between managers and leadersleaders

• Managers balance, leaders change

• Managers smooth, leaders shake

• Managers think about what is, leaders think about what could be

• Managers focus on execution, leaders on ideas

• Managers seek control, leaders seek risk

• Managers seek stability, leaders are comfortable with ambiguity

• Managers achieve existing goals, leaders set out new goals

• Managers look to compromise, leaders look for large gains, even at the risk of failure

• Managers focus on procedures, leaders focus on issues

TM Ch 12-4

Managers and leadersManagers and leaders

A manager’s role is to ... A leader’s role is to … Attract

Hire

Motivate

Recognize

Communicate

Listen

Captivate

Engage

Inspire

Reward

Mobilize

Empathize

A manager is guided by ... A leader is guided by ...

A plan A vision

A manager makes decisions

on the basis of …

A leader makes decisions on

the basis of ...

Analysis Instinct

TM Ch 12-5

Leadership is…Leadership is…

“”The ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization(s) of which they are members.”

TThe GLOBE Project

TM Ch 12-6

Styles of leadership Styles of leadership (Likert)(Likert)

BehaviourExploitative

AuthoritativeBenevolent

authoritativeConsultative Participative

Leadership style Autocratic, top-

down

Paternalistic More attention

paid to

employees

Employee-

centred

Motivation Punishments,

some rewards

More rewards

but punishment

emphasized

Dominated by

reward

Employees set

out goals and

evaluate results

Communication Downward, little

teamwork

Downward with

some teamwork

Employees

provide their

opinions

Extensive

communication

both vertically

and laterally

Decision-making At top of

organization

Management

sets boundaries

Management

consults but

make final

decisions

Group or team

leaders makes

most decisions

Control Process and

output managed

from top

Management

sets boundaries

More control

over output than

over process

Team appraises

results

TM Ch 12-7

What kind of a leader What kind of a leader would people prefer to would people prefer to work for?work for?

Intelligence

We know where we’re going but we aren’t doing much about

getting there

We know where we’re going but we aren’t doing much about

getting there

We are spending a lot of effort to no purposeWe are spending a lot of effort to no purpose

We may not know where we’re going but at least we don’t have

to work hard to get there

We may not know where we’re going but at least we don’t have

to work hard to get there

We know where we need to go and we’re making good progress toward getting there.

We know where we need to go and we’re making good progress toward getting there.

TM Ch 12-8

Culture and leadershipCulture and leadership

• National and cultural characteristics determine what is considered effective leadership

• International leaders need to assess the work situation and cultural context to respond effectively

• The GLOBE project explored national context and found leadership to depend on cultural norms

TM Ch 12-9

Universal positive and Universal positive and negative leadership traitsnegative leadership traits

Positively regardedNegatively regarded

Trustworthy

Just

Honest

Plans ahead

Encouraging

Positive

Dynamic

Motivator

Confidence Builder

Dependable

Intelligent

Decisive

Effective bargainer

Win-win problem solver

Skilled administrator

Communicators

Informed

Team builder

Loner

Asocial

Non cooperative

Non-explicit

Egocentric

Ruthless

Dictatorial

TM Ch 12-10

Universal leadership tacticsUniversal leadership tactics

• Assertiveness

• Friendliness

• Reasoning

• Bargaining

• Sanctioning

• Appeals to higher authority

• Coalition building

TM Ch 12-11

Transformational Transformational leadershipleadership

• Articulates a new vision convincingly

• Breaks with tradition

• Sets out a clear path to future goals

• Infuses purpose in goals understood by all

• Willing to take risks

• Wants to lead

• Builds power base

• Leads by example

TM Ch 12-12

The challenge of The challenge of attributionattribution

• Different perspectives on why something happens or what it means

• External factors (related to events over which there is no control) versus internal factors (personality, mood, preferences)

• Misattributions can easily occur, especially in cross-cultural situations

• Misattributions can make effective communication impossible

TM Ch 12-13

Building the right skillsBuilding the right skills

• More than market-specific knowledge

• Appreciation of important nuances

• Understanding that leadership depends on expectations of those led

• Expectations are culturally determined

• Understanding of what “drives” and motivates employees

• Use knowledge to develop necessary management skills

TM Ch 12-14

Management challengesManagement challenges

• Understanding traditions

• Effective supervision

• HR and job assignments

• Cultural fatigue

TM Ch 12-15

Some ethical questionsSome ethical questions

• Is a handshake binding?

• Is a missed delivery date a breach of promise?

• When does gift giving become a bribe?

• Is bribery acceptable to secure the deal?

TM Ch 12-16

Building company loyaltyBuilding company loyalty

• A corporate philosophy that focuses on people

• A company goal that employees can believe in

• Pay attention to social justice and equality

• Respect the pride and dignity of every employee

• Foster a climate for mutual discussion and openness

TM Ch 12-17

Selecting the right Selecting the right managermanager

• Technical skills

• Managerial skills

• Flexibility

• Tolerance

• Willingness to learn new things

• Ability to deal with ambiguity

• Interest in other peoples and cultures