Leadership

1. Leadership SM/REC 163 Dr. Paul Milton

2. Profiles • Take some time to do this • May do some research on this class

3. Consider Some Key Points • Write down a few ideas, OK to use information from chapters • Then, as before, get with same group number • Discuss and appoint spokesperson • Share ideas with class

4. Continue with Key Concepts • The Purpose of Management • Capabilities of Effective Org’s. • Leading in today’s environment • Cause of the transformation? • “Megawaves” of Change? • Impact of these trends (Megawaves) • Organizations source of comp. adv.?

5. The Challenges of Leading an (any) Organization • Full-time responsibility • Continually practiced • No sure fire-techniques that work every time • Key ideas and skills Reflective pause… • Human nature is emotional

6. True or False? • There is one best style or method of leadership

7. Management Defined • Like most management/leadership concepts, no one pure, strict definition in common usage. • Look and at HBJ: “Process of working with and through individuals and groups and other resources to accomplish organizational goals” (p. 9).

8. Leadership Defined • Broader concept than management • Distinction: Organizational goals -Management: for goals of the org. -Leadership: could be for any one, anything • Don’t forget: Management is a special kind of leadership, goals of the organization are “paramount”.

9. Differentiation (Bennis) A LeaderA Manager Conquers the context Surrenders to it Innovates Administrates Is an original Is a copy Develops Maintains Focuses on people Focuses on S & S Inspires trust Relies on control Has long-range view Has short-range view Asks what and why Asks how and when Does the right things Does things right

10. The Age-old Question • Are leaders born, or made? • HBJ, and others say: both General Impacts: Traits Formal Experience Informal Experience Practice

11. Three Competencies • Diagnosing • Adapting • Communicating

12. Manager Skills • At least three areas: 1. Technical 2. Human 3. Conceptual

13. True or False? • As a manager moves to higher level positions, technical skill becomes less important • At higher levels of management, conceptual skills become increasingly important

14. Effective Human Skills • Understanding Behavior • Predicting Behavior • Directing, Changing, Controlling Behavior • Controlling People • Need a variety of tools • Learning and being willing to apply and practice theory

15. Foundations of Modern Leadership Theory • Syllabus add the word “theory” • Behavior and motivation • Study of psychology • Greater detail on classic theorists • Lewin, Maier, Maslow, Alderfer, McClelland, Expectancy Theory • Gain perspective…

16. Theory Match-up • Lewin • Maier • Vroom • Maslow • Alderfer • McClelland Match these names to the theories listed on the handout

17. Theories of Behavior • Lewin important starting point • Goal-oriented behavior • The Causal Sequence (Maier) • Motives • Goals • Motive strength • Changes in motive strength

18. Changes in Motive Strength • Need satisfaction • Blocking need satisfaction • Cognitive dissonance • Frustration • Increasing motive strength

19. Expectancy Theory • Link between effort and performance • Performance – Reward link • Need elicits behavior • Expect that hard work gets rewarded

20. Factors Affecting Expectancy Theory • Availability • Personality Development • Changing Personality

21. Hierarchy of needs • One of all time classics • Needs • Physiological • Safety • Social • Esteem • Self-actualization

22. ERG Theory • Adjustment to Hierarchy of Needs • Three core needs • Existence • Relatedness • Growth • Other Motivational research • Various “needs” research

23. Other Motivational Studies • “Need” research • Physiological • Safety • Social • Esteem: Prestige and Power needs • Self-actualization: Competence and Achievement

24. Today’s Leadership Thoughts • Let people know you believe in something and have faith • Be there for people, even when they make mistakes -from What Do Followers Expect from Leaders?, Holmes, P. (1998)

25. More Foundations: From Classical to Modern • Scientific Management – Taylor • Mayo and Hawthorne studies -Extend research through interviews -Coined term “anomie” -Developed Rabble Hypothesis

26. McGregor • McGregor -Theory X and Theory Y, from Mayo? -Ouchi and Theory Z -Assumptions -how workers are viewed -Basic assumptions about human nature

27. Argyris • Argyris -Pattern A and Pattern B -Patterns are defined as behaviors -Note some of the descriptors used in both patterns

28. Homans • Homans -Informal Work Groups -Activities -Interactions -Sentiments -Power of informal work groups -especially in controlling group work/behavior

29. Still More • Herzberg -Motivation-Hygiene Theory -Hygiene factors -Motivators • Herzberg-Maslow connection -Needs/motives and Goals/incentives • Hygiene factors are “big deal”

30. Theory X & Y vs.Pattern A & B • Are there similarities between both? • Differences? • Which one is attitudinal and which one is behavioral? • This comparison is important to the authors- Hersey, et.al., -they largely base own SLT on it

31. Today’s Leadership Thoughts • Anyone can lead on the good days • You win with the people you surround yourself with • Once you think you have arrived, you are already apostate ---all anonymous

32. What Makes a Great Leader? • Some of your “Favorite Persons”: Father LeBron James My Parents Mom (5) Larry Bird Lance Armstrong Family/Friends Jeff Koppinger Albert Pojuls Boyfriend John Elway Jerry Rice and… Five of you said: “No one”

33. Who Would You Follow? • Asked for your “favorite”, but why are they so? • Do they exhibit leadership? • Are there traits identified with successful leaders? -list some Are these traits applicable in all situations?

34. Traits • Predict leadership success by knowing a person’s traits? • Jennings, 1982, none after 50 years • No set of traits clearly predicts, Yukl -increased likelihood, no guarantees • Note Yukl’s list of traits in text • Bennis: Four traits/competencies

35. Characteristics of Effective Performance • Bennis later updated the 4 traits: • Business literacy • People Skills • Conceptual Skills • Track Record • Taste • Judgment • Character

36. The Flip Side: Negative Traits • McCall’s “Fatal Flaws”: • Insensitivity* Cold, aloof • Overly ambitious Untrustworthy* • Performance issues Overmanaging • Ineffective staffing Adapt w/Boss • Overdependent on No strategy mentor/advocate

37. Attitudinal Approaches • Ohio State • University of Michigan • Likert’s Management Systems -starting point was U of M research

38. Theory/Practice • Comes at just the right point in time • Begin use of instruments • Hersey suggests a good way to understand the attitudinal is to fill out the instrument--- we will. • There must a strong understanding of the theory, especially among leaders, to make it work • So…

39. Time for Us to Define Leadership • Effective leaders are those who are able to obtain the cooperation of other people to harness the resources provided by that cooperation to the attainment of a goal.----Chemers, 1993

40. Another Definition • “Leadership occurs whenever one person attempts to influence the behavior of an individual or group, regardless of the reason. It may be for one’s own goals or for the goals of others, and these goals may not be congruent with organizational goals. It is defined as the process of influencing the activities (behavior) of an individual or a group in efforts toward goal achievement in a given situation”---Hersey, Blanchard, Johnson, 2001.

41. And How About… • The leader is “the individual in the group given the task of directing and coordinating task-relevant activities or who, in the absence of a designated leader, carries the primary responsibility or performing these functions in a group.” ---Fred Fiedler, 1967.

42. More… • “If there’s a clear distinguishing feature about the process of leading, it’s in the distinction between mobilizing others to do and mobilizing others to want to do…leaders mobilize others to want to act because of the credibility they have.” ---Kouzes and Posner, 2001.

43. Finally • Leadership: The process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation”.” HBJ, p. 79

44. Best Style of Leadership • This is a “leading” question • A lot of research, a lot of uncertainty • It’s leader, situation, follower dependent And on that note…

45. Situational Leadership • Natural Outgrowth of Deficiencies in other theories • No guarantees of effectiveness • No best style • Five situational models/theories that have received wide attention

46. The Big Five • Tannenbaum-Schmidt • Vroom-Yetten • House-Mitchell • Fiedler • Hersey-Blanchard • We will look in depth at last two

47. A Look Back • Stogdill OSU Studies Initiating Structure/ Consideration • Coch Mich Studies Production orientation Employee orientation • Likert Systems Employee centered/ Job centered • McGreg. Theory X & Y Negative assumptions Positive assumptions • Argyris Patterns A & B Supervision, structure Supportive/facilitative

48. Key Terms and Concepts of all Situational Leadership • Process of leading is complex -no one type of behavior will be effective all the time • Three main components of leadership process… -The leader -The follower(s) -Other situational variables

49. Fred Fiedler and the Contingency Model • Considered the “inventor” of contingency theory. • Three situational variables lead to favorable situation for leader • Task oriented/Relationship oriented • Supported by research (see fig. 5-2) • Definition

50. And How About… • The leader is “the individual in the group given the task of directing and coordinating task-relevant activities or who, in the absence of a designated leader, carries the primary responsibility or performing these functions in a group.” ---Fred Fiedler, 1967. • So, what kind of leader are you? • Let’s find out…