LEADERSHIP IN ORGANIZATIONS

1. Lecture 9 LEADERSHIP IN ORGANIZATIONS

2. Leaders or managers? The terms leadership and management are frequently used interchangeably Is a manager always a leader and do leaders always manage?

3. Leaders or managers? The distinction between management and leadership is based on: • Role • Situation • Context • Purpose • Scope

4. Leaders, entrepreneurs and vision Ettinger (1983) - two types of entrepreneur - independent and organization makers • Drucker (1985) - sources of innovation: • The unexpected • Incongruous events • Improvement and development • Changes in industry and market structures • Demographic changes • Changes in consumer mood and perceptions • Creation of new knowledge • Inspiration • Westley - visionary leadership has two analogies: • Hypodermic needle • Drama: • Repetition • Representation • Assistance • Integrity

5. Leaders and power There are situations where power is obvious and easily detected French and Raven (1958) model - leaders and managers have many levers available Power in leadership is the achievement of a willingsubjugation of subordinatesto the will of the leader

6. Virtual working – working remotely primarily through electronic media Leadership requires different approach as little face-to-face contact Some of the implications include: Democratic approach to shared control and consensual decision making Leaders role is focused n the process Should adopt a coaching style Team building through electronic means Need to listen more Should not assume that they have the same authority as when leading a conventional team Virtual working

7. Leaders or followers? Leadership is a social process • McGregor (1960) - interaction of four main variables: • The characteristics of the leader • The characteristics of the followers, their attitudes and needs • The organizational context • The environmental context

8. Trait theories of leadership Set of qualities that are born with? Traits that have been found to have some association with successful leadership: • Intelligence • Initiative • Self-assurance • Overview • Health • Physique • Social background

9. The University of Iowa studies Authoritarian Democratic Laissez faire

10. Ohio State University studies Consideration Initiating structure

11. Linkert’s four systems of management System 1 - Exploitative autocratic System 2 - Benevolent autocratic System 4 - Democratic System 3 - Participative

12. Tannenbaum and Schmidt continuum • Based on two concepts representing different styles of leadership: • Boss centred leadership • Subordinate centred leadership • Within those basic styles, four major variations are identified: • Tells • Sells • Consults • Joins

13. Blake and Mouton’s grid • A matrix based on two scales: • Concern for people • Concern for production (or output) • Five basic styles emerge from the matrix: • Impoverished management • Authority-compliance management • Country club management • Middle of the road management • Team management

14. Blake and Mouton’s grid

15. Hersey and Blanchard’s situation approach • Task behaviour • Relationship behaviour • Four styles of leadership • Telling • Selling • Participating • Delegating

16. Pure artist • Authoritarian artist • Gentle artist • Pure craftsman • Regimental craftsman • Creative craftsman • Pure technocrat • Plodding technocrat • Flashy technocrat

18. House’s path-goal leadership theory • Four styles of leadership behaviour: • Directive leadership • Supportive leadership • Participative leadership • Achievement-oriented leadership • The two situational factors: • Subordinate characteristics • Demands facing subordinates

19. The Vroom, Yetton and Jago model of leadership It is the degree of subordinate involvement in the decision making processthat is the major variable in leader behaviour There are four decision trees offered by the model - two for group problems and two for individual problems

20. Other approaches to leadership

21. Other approaches to leadership

22. Other approaches to leadership • Charismatic leadership • Attribution theory • Action-centred leadership • Achieving the task • Building and maintaining the team • Developing the individual • Interactive leadership: • Returning authority to others • Seeing others as equals • The ability to tolerate ambiguity • Being prepared to modify plans • Having pride in their work

23. Alternatives to leadership Kerr and Jermier (1978) - three areas where substitution for leadership is possible: • Subordinate characteristics • Task characteristics • Organizational characteristics Leadership as symbolism

24. Leadership and the organizational lifecycle Clarke and Pratt (1985) - different requirements from a leader during the various stages in the organization’s lifecycle: • Champion • Tank commander • Housekeeper • Lemon squeezer

25. Leadership and success

26. Leadership and success • European Foundation for Quality Management (EFQM) • Two areas of impact: • Enablers • Results

27. Leadership an applied perspective • Managers have an interest in the study of management from many perspectives: • Protecting their position • Increasing operational effectiveness • Dealing with colleagues • Increased control