University of Turin Advanced Business Administration

1. University of TurinAdvanced Business Administration Leadership Associate Professor Christine Burton

2. From practice to theory • Group processes • Personality perspective • Power relationships • Transformational processes • Skills perspective

3. Components of Leadership • Leadership is a process • Leadership involves influence • Leadership occurs in groups • Leadership involves common goals

4. Defining Leadership • A relationship or process through which one person influences the behaviour of other people. It is important to recognise that the process of leadership cannot be separated from the activities of the groups and team building • The leader-follower relationship is reciprocal

5. Review of (selected) history of leadership theories • Born leaders: the Trait Theory • Contextual leadership: situational and contingencies • Contemporary leadership: transactional, transformational and authentic

6. Trait Theory • Six leadership traits: • Ambition and energy • Desire to lead • Honesty and integrity • Self-confidence • Intelligence • Job-relevant knowledge

7. Contingency Theory(Fiedler, F.) • The contingency model links the situation with the concept of task and relationship in the leader-follower role. • There are three elements of the leader-follower contingency model: • Position power. • Task structure. • Leader-member relations.

8. Situational Leadership Leader Styles Directing [S1] Coaching [S2] Supporting [S3] Delegating [S4] Follower Characteristics Disillusioned Learners [R1] Enthusiastic Beginner [R2] Reluctant contributors [R3] Peak performer [R4]

9. Situational Leadership Leader behaviors High S2 S3 Relationship behavior S1 S4 Low Directive Behavior High R4 R3 R2 R1 Able and Willing Able and Unwilling Unable and Willing Unable and Unwilling Follower readiness

10. Path Goal Theory(House) • Directive • Supportive leadership • Participative leadership • Achievement-oriented leadership

11. Contemporary Approaches to Leadership • Transactional leadership • Transformational, Charismatic and Visionary leadership • The role of Emotional Intelligence • Authenticity and values leadership

12. Characteristics of Transactional Leaders • Contingent reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. • Management by exception (active): Watches and searches for deviations from rules and standards; takes corrective action. • Management by exception (passive): Intervenes only if standards are not met.

13. Transformational Leaders (Bass) • Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. • Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. • Intellectual stimulation: Promotes intelligence, rationality, and careful problem-solving. • Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

14. Charismatic Leadership • Often transformational and charismatic leadership are used interchangeably. • Charismatic leader traits and behaviors: • They advocate a vision. • They are not keepers of the status quo – behavior is out of the ordinary – they are perceived as change-agents. • They act unconventional in several ways – counter to norms. • They are willing to make self-sacrifices, take personal risks, to support their vision. • They have strong self-confidence.

15. The role of Emotional Intelligence (Goleman) • Five Fundamental Capabilities of EI Internal • Self-awareness • Self-management • Motivation External • Empathy • Social skill

16. Authentic Leadership • Intrapersonal definition • Developmental definition • Interpersonal definition

17. The practice of authenticity (Denning etc) • Communicating authenticity: the language of leadership • Telling stories • The traditional way: problem-analysis-solution • A different way: attention-desire-reinforce with reason • Use disclosure, connect with the listeners’ values, simplify

18. Leadership Summary • Leadership is a process and relational • Management is explicit, task oriented and has legitimacy • Being in a management mode can subsume being in a leadership mode • No one style of leadership is always the preferred leadership style • Becoming a leader requires skill development and understanding of self

19. Leaders create change and help an organization adapt to changing environments by establishing direction (vision), aligning people to the vision (communication), and motivating and inspiring people to achieve that vision (creating or appealing to values and sense of recognition).