Introduction to Leadership

1. Introduction to Leadership

2. Overview What is leadership and why does it matter? What leaders and managers do Are leaders and managers different ? Trait approaches Power Power and influence Politics Impression management The ethical bases of power Contingency The Managerial Grid Blanchard & Hersey LMX Substitutes for leadership Self-leadership “Superleadership” Charisma and transformational leadership Leadership, culture and gender Dysfunctional leadership Leadership: Overview of Topics

3. Leadership: Definitions & Overview • “Ability to influence a group toward the achievement of goals” • Requires a leader and follower(s) • Different from management?? • Leadership = doing the right things • Management = doing things right • Successful vs. effective managers

4. What is Management? • A universal activity that uses resources to attain organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources • Getting work done through other people • A manager integrates and coordinates the work of other people

5. What is Leadership? • “The process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the shared objectives” • A role -- a process

6. Why Leadership? • More complex external environment • Technology • Global environment • Knowledge-based economy • Changed people • More education • Less security

7. The Management Process Planning Select goals and ways to attain them Controlling Monitor activities and make corrections Organizing Assign responsibility for task accomplishment Leading Use influence to motivate employees

8. The Leadership Process Leader traits and skills Leader behavior Influence processes Follower attitudes and behaviors Situational variables Performance outcomes

9. Managers Rational, problem-solving, control React and respond Interact rationally with other people Leaders “Mystical”, define problems, inspire Vision, proactive Emotional relationship with other people Managers vs. Leaders

10. Leadership: Trait Approaches

11. Trait Approaches • A 1991 study shows strong evidence for these traits • Drive: achievement, ambition, energy, tenacity, and initiative • Leadership motivation: personalized vs. socialized • Honesty and integrity: truthful, ethical, principled • Self-Confidence: including emotional stability • Cognitive ability • Knowledge of the business • Weaker support was found for: • Charisma • Creativity and originality • Flexibility

12. The Need for Power • Personalized • Desire for power for its own sake • Power to fulfill personal needs • Socialized • Desire for power to accomplish goals • Power to fulfill needs of others (and self, too)

13. Important Supervisory ability Need for achievement Intelligence Need for self-actualization Self-assurance Decisiveness Moderately important Low need for security Initiative Low need for financial rewards Decisiveness Unimportant Masculinity / femininity Ghiselli’s Trait Research

14. Situation Person Another Way To Look At It • Personal characteristics • Behavior • Situation Behavior

15. Power Power, Influence, Politics and Impression Management

16. Power and Influence • Defined • Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person • Sources of power and influence • Results or consequences • Commitment / compliance / resistance • Instrumental compliance / internalization / personal identification

17. How Power is Gained • Social exchange • Leadership based on exchange of material and psychological benefits • Leader gains (or loses) power based on benefits to followers • Strategic contingencies • Looks at units, not individuals • Power based on • Expertise • Position within organization • Unique expertise (can unit be replaced)

18. Sources of Power Expert Coercive Referent Reward Charismatic Legitimate Associative Informational

19. Types of Power • Based on original French and Raven work (1959) • Types of power • Legitimate • Reward • Coercive • Information • Referent • Expert • Associative Position Person

20. Bases of Power

21. Charismatic Power • Self-confidence • Vision • Ability to articulate the vision • Strong convictions about the vision • Behavior that is out of the ordinary • Change agent • Environmental sensitivity

22. Power: Where Effective

23. Responses to the Use of Power

24. Power: Good or Bad ??? • How much control is ethical ? • Coercive power: sometimes necessary ? • Can too much power (expert, charismatic) lead to downfall through arrogance ? • Can too much power lead to micromanagement or dependent subordinates ?

25. The Limits of Power • Is power unlimited? • Does power transfer from one setting to another? • The entrepreneurial transition • What about the Zone of Indifference? • Should power be unlimited? • “Power corrupts…” • Ethical implications of control over others

26. No Work Sundays No Shop during lunch hour for boss ? Make coffee for the office Yes Work 40 hours in the week Yes Type letters Yes Perform filing Yes Work occasional paid overtime Outside zone of indifference: Extraordinary inducements required Inside zone of indifference: Normal inducements sufficient REQUESTED ACTION OBEY? The Zone of Indifference ? Bring sandwiches to boss for lunch No Type school papers for boss’s kids No “Fudge” boss’s expense accounts

27. Influence Behaviors • Focus here on what you actually do– behaviors • Influence tactics • Rational persuasion (logic) • Apprising (“What’s in it for you”) • Inspirational appeals (values) • Consultation (buy-in) • Exchange (“you scratch my back…”) • Collaboration (“I’ll help you with it”) • Personal appeals (“Do me a favor”) • Ingratiation (praise and flattery) • Legitimating tactics • Pressure • Coalition (“Joe said he’d do it”)

28. Source: Yukl & Tracey, 1992 Influence Tactics

29. Source: Yukl & Tracey, 1992 Directions of Influence

30. Politics • When you don’t have authority…… • Political skill: “An interpersonal style…construct that combines social astuteness with the ability to relate well, and other wise demonstrate situationally appropriate behavior in a disarmingly charming and engaging manner that inspires confidence, trust, sincerity and genuineness

31. Political Skill Social intelligence Tacit knowledge Emotional intelligence Self monitoring Ego resiliency Social self-efficacy

32. Niccolò Machiavelli • 1469-1527 • The Prince • Effective leadership in a hostile environment • Bad reputation today • Machiavellian = manipulative and unethical behavior • But, a very pragmatic approach to leadership • What actually occurred and what actually worked: • Examples (III, IV) • …the gulf between how one should live and how one does live is so wide that a man who neglects what is actually done for what should be done learns the way to self-destruction rather than self-preservation (XV)

33. What Machiavelli Actually Advised • The end -- stable rule -- justifies the means: …a prince, and especially a new prince cannot observe all those things which give men a reputation for virtue, because in order to maintain his state, he is often forced to act in defiance of good faith, of charity, of kindness, of religion (XVIII) • Importance of good advice: …If a prince has the discernment to recognize the good or bad in what another says or does, ever though he has no acumen himself, he can see when his minister’s actions are good or bad…(XXII)

34. The Ethical Bases of Leadership

35. Oprah, Bill Gates and Ethics • Paradox #1 – leader has opinions and wants to make them known, to change the world: • But – ethically, does leader give people choice, the freedom to accept or not • Paradox #2 – change the world vs. money • Stay true to own values • The leader’s responsibility But – do values need to be “good”?

36. Leaders and Ethical Decisions • The dilemma: when there is no right answer • The choice is between competing – yet both important – values • Must blend idealism and realism • What is the role of the leader? • Focus on basic, core values • Serve as a role model • Take charge to lead group to action

37. Servant Leadership • The leader’s role is to “nurture, defend and empower followers” • The leader is the moral role model • The leader is responsible for providing meaningful work and caring for the weak • Values: • Honesty • Openness • Trust

38. Charismatic Leadership and Ethics • Do we know what is best for other people? • Is it right to change others’ beliefs and values?

39. Situational Approaches

40. Situational Models It Depends

41. Situational Factors Affecting Leadership (1) • External environment • Stable vs. turbulent (complexity and dynamism) • Political / social pressures • Economic conditions (“munificent” environment) • Social context • Firm ownership • The organization • Structure (centralization, span of control) • Culture • Industry

42. Situational Factors Affecting Leadership (2) • Follower attributes • Competency • Motivation • Group attributes • Size • Group dynamics (cohesion, norms)

43. Situational Factors Affecting Leadership (3) • The task • Leader’s task competence • Task complexity • Task structure • Interdependence • Goal clarity • Other factors • Environmental stress (role overload, role ambiguity and role conflict) • Panic and disasters

44. Ohio State Model • Concern for people • Concern for the job • Are they mutually exclusive?

45. 9 Team Management Country Club Concern for People Middle of the Road 5 Impoverished Management Compliance with Authority 1 9 1 5 Concern for Production The Managerial Grid

46. Situational Leadership • Blanchard & Hersey • Different people have different needs • One-style-fits-all leadership doesn’t work • Also, there’s research evidence that the ability to use multiple styles is associated with more effective managers

47. High Participate Sell Supportive Behavior S3 S2 S4 S1 Low Delegate Tell Low High Task Behavior Leadership Styles

48. Development Levels

49. LMX(Leader-Member Exchange) • Moves to treating each follower as an individual, rather than all followers as a group [variance in Average Leadership Style is noterror] • Leadership as social exchange • Original roles / exchanges imperfectly defined • Final roles based on unstructured negotiation between leader and individual followers • Relationships can be of two types: • Standard leader-follower relationship • “Special exchange relationships” with trusted followers

50. Relationships • Low exchange (outer circle) • Low mutual influence • Followers and leader fulfill standard role requirements – formal work requirements, formal rewards • High exchange (inner circle) • Follower receives special status, benefits, influence, privileges • Leader engages in more person-oriented behavior, less task-oriented behavior • In return, followers are more committed, loyal, hard working • Leader and followers view themselves as having a “common fate” • Exchange viewed as equitable by both parties