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Leadership & Motivation

Leadership & Motivation. Leadership - to Inspire Effort. Planning Ahead. What is leadership? How do leaders gain and use power? What are the important leadership traits and behaviors? What can be learned from contingency theories of leadership?.

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Leadership & Motivation

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  1. Leadership & Motivation Leadership - to Inspire Effort

  2. Planning Ahead • What is leadership? • How do leaders gain and use power? • What are the important leadership traits and behaviors? • What can be learned from contingency theories of leadership?

  3. “Some are born great, some achieve greatness, and some have greatness thrust upon them.” • William Shakespeare

  4. The Nature of Leadership • Leadership and Vision • Leadership • process of inspiring others to work hard to accomplish important tasks • Vision • someone who has a clear sense of the future Exercise – Donald Trump

  5. The Nature of Leadership • Leadership and Power • Power • ability to get someone else to do what you want them to do

  6. The Nature of Leadership • Sources of Position Power • Reward • influence through rewards • Coercive • influence through punishment • Legitimate • influence through authority

  7. The Nature of Leadership • Sources of Personal Power • Expert • influence through special expertise • Referent • influence through identification

  8. The Nature of Leadership • Turning Power Into Influence • position, power, and interpersonal skills • no substitute for expertise • likable personal qualities are very important • effort and hard work breed respect • personal behavior must support expressed values

  9. The Nature of Leadership • Acceptance Theory of Power • the other person must • understand the directive • feel capable of carrying out the directive • feel the directive is in the organization’s best interests • believe the directive is consistent with personal values

  10. The Nature of Leadership • Leadership and Empowerment • benefits • allows people to act independently • manager gains power • creates positive relationships • builds reference power

  11. Leadership Traits and Behaviors • Search for Leadership Traits • drive • desire to lead • motivation • honesty and integrity • self-confidence • intelligence and knowledge • flexibility

  12. Blake & Mouton’s Leadership Grid High 9 Country Club Manager People’s needs Relationships Team Manager Building commitments Concern for People Middle-of-the- Road Balance work and morale Authority-Obedience Efficiency of tasks and operations Impoverished Manager Minimum effort to get the job done Low 1 Low 1 High 9 Concern for production

  13. Leadership Traits and Behaviors • Focus on Leadership Behaviors • Task and People Concerns • task concern • plans and defines work to be done • assigns task responsibilities • sets clear work standards • urges task completion • monitors results

  14. Leadership Traits and Behaviors • Focus on Leadership Behaviors • Task and People Concerns • people concern • acts warm and supportive • develops social rapport with them • respects their feelings • sensitive to their needs • shows trust in them

  15. Leadership Traits and Behaviors • Focus on Leadership Behaviors • Styles • abdicative or laissez-faire • directive or autocratic • supportive or human relations • participative or democratic Case Study - BCM

  16. Contingency Approaches to Leadership • Fiedler’s Contingency Model • good leadership depends on a match between leadership and situational demands • least-preferred coworker scale (LPC) Calculate your LPC score

  17. Contingency Approaches to Leadership • Fiedler’s Contingency Model • Diagnosing situational control • leader-member relations (good or poor) • degree of task structure (high or low) • amount of position (strong or weak) • Matching leadership style and situation • task oriented leader is most successful • very favorable (high control) • very unfavorable (low control) • relationship oriented leader is most successful • moderate control situation

  18. Contingency Approaches to Leadership • Hersey-Blanchard Situational Leadership Model • Leaders adjust their styles depending on the readiness of their followers • Selling • Telling • Participating • Delegating

  19. Leadership Implications High Participating Share Ideas Followers able & Unwilling, insecure Selling Explain decisions Followers unable & Willing, confident Relationship Behaviour Support required Delegating Turn over decisions Followers able & Willing, confident Telling Give instructions Followers unable & unwilling, insecure Low Low Task Behaviour High Guidance required

  20. Contingency Approaches to Leadership • Matching Hersey-Blanchard Leadership Styles to Follower Readiness • Delegating = high readiness • Participating = moderate to high readiness • Selling = low to moderate readiness • Telling = low readiness

  21. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Choosing the best decision-making method • authority • consultative • group

  22. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Effective Leadership • know when each decision method is best • be able to implement well

  23. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Use group-oriented decision-making when • leaders lack sufficient information • problem is unclear • acceptance of decision by others is important • adequate time is available

  24. Contingency Approaches to Leadership • Vroom-Jago Leader-Participation Theory • Use authority-oriented decision-making when • leaders have expertise to solve problem • leader is confident and capable of acting alone • others are likely to accept the decision • little or no time available for discussion Case Study - Microsoft

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