8th lecture Leadership

Prof. Dr. Robert J. Zaugg robert.zaugg@unifr.ch

Leadership

Learning Objectives

Characterize the nature of leadership Trace the early approaches to leadership Discuss the emergence of situational theories and models of leadership Discuss the path-goal theory of leadership Describe Vrooms decision tree approach to leadership Identify and describe contemporary situational theories of leadership Discuss leadership through the eyes of followers Identify and describe alternatives to leadership Describe the changing nature of leadership Identify and discuss emerging issues in leadership
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The Nature of Leadership

A process which involves the use of noncoercive influence. A property which is the set of characteristics attributed to someone who is perceived to use influence successfully. Influence, which is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behavior of others.

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Leadership Table 12.1 Distinctions Between Management and Leadership

Reprinted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from A Force for Change: How Leadership Differs from Management, by John P. Kotter, 1990. Copyright 1990 by John P. Kotter, Inc.

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Leadership

Management versus Leadership

Management Skills
Administration Control Focus on Short-Term Results Ask How, Who and When Imitate / Optimize Optimize Status Quo Analytical Thinking Reactive Extrinsic motivation Shareholder oriented Task/Work-oriented

Leaderships Skills
Challenge/Inspiration Trust Long-Term View Ask What and Why Innovate Seek opportunities Visioning & Creative Thinking Proactive Intrinsic motivation Stakeholder oriented Person/Relationshipand Task-oriented

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Leadership

Early Approaches to Leadership

Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders focusing on: identifying leadership traits developing methods for measuring them using the methods to select leaders Current limited set of leadership traits Emotional intelligence, drive, motivation; honesty and integrity, self-confidence, cognitive ability, knowledge of the business, charisma
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Early Approaches to Leadership

Behavioral Approaches to Leadership Attempts to identify behaviors that differentiate effective leaders from non-leaders The Michigan Studies The Ohio State Studies The Leadership Grid

Source: Royalty-Free/Corbis

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Leadership

Figure 12.1 Early Behavioral Approaches to Leadership

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Leadership

Early Approaches to Leadership

Behavioral Approaches to Leadership Early Studies: The Michigan Studies Results indicated existence of two fundamental leader behaviors: Job-centered and Employeecentered. Job-centered behavior involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance. Employee-centered behavior involves attempting to build effective work groups with high performance goals.

Organizational Behavior

Prof. Dr. Robert J. Zaugg

Leadership

Early Approaches to Leadership

Behavioral Approaches to Leadership Early Studies: The Ohio State Studies Defined leader consideration and initiating-structure behaviors as independent dimensions of leadership Consideration behavior involves being concerned with subordinates feelings and respecting subordinates ideas Initiating-structure behavior involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them

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Early Approaches to Leadership

Behavioral Approaches to Leadership The Leadership Grid (formerly the Managerial Grid) Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior

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Figure 12.2 The Leadership Grid

The Leadership Grid Figure from Leadership Dilemmas: Grid Solutions by Robert R. Blake and Anne Adams McCanse. (Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton) Houston: Gull Publishing Company, p. 29. Copyright 1997 by Grid International, Inc. Reproduced by permission of the owners.

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The Emergence of Situational Leadership Models

Situational Models Assumptions Appropriate leader behavior varies from one situation to another The goal is to identify key situational factors and to specify how they interact to determine appropriate leader behavior The leadership continuum model by Robert Tannenbaum and Warren H. Schmidt underlies research in this field

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Leadership Figure 12.3 Tannenbaum and Schmidts Leadership Continuum

An exhibit from How to Choose a Leadership Pattern by Robert Tannenbaum and Warren Schmidt, Harvard Business Review (May-June 1973). Reprinted by permission of the Harvard Business Review. Copyright 1973 by the President and Fellows of Harvard College; all rights reserved.

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The LPC Theory of Leadership

Contends that a leaders effectiveness depends on the situation Task versus Relationship motivation High LPC (Least Preferred Coworkers) leaders are more concerned with interpersonal relationships Low LPC leaders are more concerned with task relevant problems Situational Favorableness Leader-member relations Task structure Leader position power

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Table 12.2 The LPC Theory of Leadership

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Contemporary Situational Theories

From the LPC theory, the Path-Goal Theory, and Vrooms Decision Tree Model evolved new situational theories: The Leader-Member Exchange Model The Hersey and Blanchard Model Updated versions of the original models

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Leadership

Contemporary Situational Theories

The Leader-Member Exchange Model George Graen and Fred Dansereau suggest that leaders form unique independent relationships with each of their subordinates. A key factor in the nature of this relationship is whether the individual subordinate is in the leaders out-group or in-group.

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Figure 13.1 The Leader-Member Exchange (LMX) Model

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Contemporary Situational Theories

The Hersey and Blanchard Model Suggest that leader behaviors should vary in response to the readiness of followers As follower readiness improves, the leaders basic style also should change

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Leadership Figure 13.2 The Hersey and Blanchard Theory of Leadership

The Situational Leadership Model is the registered trademark of the Center for Leadership Studies, Escondido, CA. Excerpt from P. Hersey, Management Organizational Behavior Utilizing Human Resources, 3rd ed., 1977, p. 165.

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Leadership Through the Eyes of Followers

Primary Approaches to Leadership Through the Eyes of the Follower Transformational Leadership Charismatic Leadership Attributions of Leadership

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Why Should Anyone Be Led by You?

by Robert Goffee and Gareth Jones Harvard Business Review, September-October 2000. Characteristics of successful leaders: They selectively show their weaknesses. By exposing some vulnerability, they reveal their approachability and humanity. They rely heavily on intuition to gauge the appropriate timing and course of their actions. Their ability to collect and interpret soft data helps them know just when and how to act. They manage employees with something we call tough empathy. Inspirational leaders empathize passionatelyand realisticallywith people, and they care intensely about the work employees do. They reveal their differences. They capitalize on what's unique about themselves.
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Leadership Through the Eyes of Followers

Transformational Leadership The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively.

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Leadership Through the Eyes of Followers

Charismatic Leadership Charisma is an individual characteristic of the leader which inspires support and acceptance Leadership is based on the leaders personal charisma

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Figure 13.3 The Charismatic Leader

David A. Nadler and Michael L. Tushman, Beyond the Charismatic Leader: Leadership and Organizational Change, California Management Review, Winter 1990, pp. 70-97.

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Leadership Through the Eyes of Followers

Attributions of Leadership Holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors

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Alternatives to Leadership

Leadership Substitutes: Individual, task, and organizational characteristics that tend to outweigh the leaders ability to affect subordinates satisfaction and performance Leadership Neutralizers: Factors that render ineffective a leaders attempts to engage in various leadership behaviors

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Table 13.1 Substitutes and Neutralizers for Leadership

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The Changing Nature of Leadership

Leaders as Coaches New Roles: Leader as Mentor Help select team members/other new employees Provide general direction Help train/develop the team and member skills Help acquire information/resources Help resolve conflict and mediate disputes

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Emerging Issues in Leadership

Strategic Leadership The capability to: understand the complexities of both the organization and its environment. lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment. Managerial requirements Thorough/complete understanding of the organization. Firm grasp of the organizations environment. Awareness of the firms alignment with the environment. Ability to improve the alignment.
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Emerging Issues in Leadership

Ethical Leadership Increasing environmental pressure for stronger corporate governance models. Increasing pressure for high ethical standards for leadership positions. Increasing pressure to hold leaders accountable for their actions.

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Emerging Issues in Leadership

Virtual Leadership Leadership and mentoring change as personal contact moves virtual. Nonverbal communication becomes difficult. Written communication through email takes on a more important role for conveying appreciation, reinforcement, constructive feedback. Face-to-face leadership skills become critical as the opportunities decrease for direct contact.

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