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Mastering Effective Leadership Strategies - Leading with Influence & Vision

Learn about the various approaches to effective leadership, including bases of influence, leadership traits, leader behavior models, and practical leadership styles. Understand the theories of leadership, such as Theory X and Theory Y, and the attributes associated with successful leaders. Explore different aspects of leadership, from directive to transformational leadership, and discover how to adapt your leadership style based on the manager-subordinate relationship and situational factors. Enhance your leadership skills by analyzing and being flexible in your approach to leadership challenges.

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Mastering Effective Leadership Strategies - Leading with Influence & Vision

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  1. What is effective leadership? 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________ 7. __________________________ 8. __________________________ 9. __________________________ 10. __________________________

  2. LEADERSHIP THE ABILITY TO INFLUENCE PEOPLE

  3. BASES OF INFLUENCEFrench & Raven • LEGITIMATE • COERCIVE • REWARD • EXPERT • REFERENT

  4. BASES OF INFLUENCEWeber • LEGITIMATE • TRADITIONAL • CHARISMATIC

  5. BASES OF INFLUENCEAnother view • CONTROL RESOURCES • AWARE OF IT • WANT TO HAVE POWER • KNOW HOW TO USE IT

  6. LEADERSHIP & • MANAGER • DELEGATION OF AUTHORITY • MOTIVATION • CONTROL • CULTURE • VISION

  7. LEADERSHIP TRAITS NO CONSISTENT SET OF TRAITS Also see Attribution Theory

  8. THEORY X 1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT 2. NOT TAKE RESPONSIBILITY, WANT FORMAL DIRECTION 3. WANT SECURITY, LITTLE AMBITION 4. MUST BE COERCED, CONTROLLED, THREATENED

  9. THEORY Y 1. WORK NATURAL AS PLAY, REST 2. SELF DIRECTION, SELF CONTROL 3. ACCEPT, SEEK RESPONSIBILITY 4. ABILITY TO MAKE GOOD DECISIONS NORMAL

  10. LEADER BEHAVIORLewin, Lippit, Whyte Satisfaction Productivity + + Demo. - + Author. Laissez Faire ? ?

  11. LEADER BEHAVIOROhio State • INIATING STRUCTURE: • STRESS GOALS • DEFINES, STRUCTURES ROLES • CONSIDERATION • CONCERN FOR SUBORDINATE’S NEEDS, FEELSINGS

  12. BEHAVIOR MODELS OF LEADERSHIP Ohio State IS Con- sideration Managerial Grid Concern for Production Concern for People Hershey Blanchard Task Behavior Relationship Behavior Michigan Production Oriented Employee Oriented Fiedler Task Oriented Relationship Oriented

  13. LIFE CYCLEHersey & Blanchard HIGH PARTICIPATING SELLING RELATIONSHIP BEHAVIOR LOW TELLING DELEGATING TASK BEHAVIOR LOW HIGH HIGH MODERATE LOW SUBORDINATE MATURITY

  14. PATH - GOALHouse 4 BEHAVIORS • DIRECTIVE • SUPPORTIVE • ACHIEVEMENT ORIENTED • PARTICIPATIVE

  15. DIRECTIVE • INFORMS SUBORDINATES WHAT IS EXPECTED • SCHEDULES WORK • GIVES SPECIFIC GUIDANCE

  16. SUPPORTIVE • IS FRIENDLY • SHOWS CONCERN FOR NEEDS OF SUBORDINATES

  17. ACHIEVEMENT ORIENTED • SETS CHALLENGING GOALS • EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL

  18. PARTICIPATIVE • CONSULTS WITH SUBORDINATES • USES THEIR SUGGESTIONS

  19. FINDINGS • Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

  20. FINDINGS • Supportive leadership; higher performance and satisfaction with structured tasks.

  21. FINDINGS • Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

  22. FINDINGS • Clear formal authority; use more supportive behavior and less directive.

  23. FINDINGS • Directive leadership; higher satisfaction when substantive conflict within the group.

  24. FINDINGS • Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

  25. FINDINGS • Participative leadership; people with internal locus of control more satisfied with it.

  26. FINDINGS • Directive leadership; people with external locus of control more satisfied with it.

  27. LEADER PARTICIPATIONVroom & Jago • See participative decision making

  28. CHARISMATIC LEADERSHIP • ALSO SEE TRANSFORMATIONAL LEADERSHIP

  29. TRANSFORMATIONAL LEADERSHIP INFLUENCES PEOPLE TO PERFORM ABOVE NORMAL EXPECTATIONS

  30. TRANSFORMATIONAL LEADERSHIP • CHARISMATIC • INSPIRATIONAL • INTELLECTUAL STIMULATION • INDIVIDUALIZED CONSIDERATION

  31. PRINCIPLE CENTERED • BEHAVIOR BASE IS PRINCIPLES • HONESTY • FAIRNESS • INTEGRITY

  32. ATTRIBUTION THEORY • ATTRIBUTE LEADERSHIP SKILLS TO • SUCCESSFUL PEOPLE • PEOPLE IN TRADITIONAL ROLES • PEOPLE WE LIKE • HIGH STATUS PEOPLE • PHYSICAL CHARACTERISTICS/THINGS • Head of the table • Height

  33. PRACTICAL APPROACH? • FACTORS IN • THE MANAGER • THE SUBORDINATES • THE SITUATION • ANALYZE AND BE FLEXIBLE

  34. THE MANAGER • VALUE SYSTEM • BELIEF ABOUT INVOLVING SUBORDINATES • CONFIDENCE IN SUBS. • LEADERSHIP INCLINATIONS • DIRECTIVE, SUPPORTIVE • SKILL IN DELEGATING • OTHER FACTORS • TOLERANCE FOR AMBIGUITY • CONTROL

  35. THE SUBORDINATES • INDEPENDENCE • TAKE RESPONSIBILITY • TOLERANCE FOR AMBIGUITY • INTEREST • UNDERSTAND, AGREE WITH GOALS • KNOWLEDGE, EXPERIENCE • EXPECTATIONS

  36. THE SITUATION • TYPE OF ORGANIZATION • VALUES, CULTURE • GEOGRAPHICAL DISPERSION • INFORMATION AVAILABLE? • TIME PRESSURE

  37. DIFFICULT TO BE FLEXIBLE? • PERSONALITY STRUCTURED AT VERY EARLY AGE • COMPLEX HISTORY OF PAST BEHAVIOR • LITTLE FEEDBACK ABOUT CAUSE & EFFECT • TOP MANAGEMENT INFLUENCE

  38. SUBSTITUTES FOR LEADERSHIP • PERSONAL FACTORS • LOCUS OF CONTROL • INDEPENDENCE • EXPERIENCE

  39. SUBSTITUTES FOR LEADERSHIP • JOB, ORG. FACTORS • ROUTINE • STRUCTURED • GOALS, RULES, ETC.

  40. SUBSTITUTES FOR LEADERSHIP • GROUP FACTORS • NORMS • COHESION • INFORMAL LEADER

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