LEADERSHIP & POWER People and Organisations IB92A0 Dr.

Dawn Eubanks

Warwick Business

5/3/12

Leadership: Is it Important?
Leadership sounds important A Google search on the word leadership led to 415,000,000 hits

Wayne Rooney: 61,800,000 Cheryl Cole: 37,900,000 Rihanna: 394,000,000

We hear the term everyday in the media and use it often ourselves But is it really important? WHY??????

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Why is Studying Leadership Important?

Leaders have a big impact on our world and our lives Understand how a leader maintains effectiveness and influence We serve as subordinates You may be a leader one day!

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Reason 1: We may become leaders

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David Cameron

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Reason 2: We will Serve As Subordinates

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Reason 2: We will Serve As Subordinates

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Reason 2: We will Serve As Subordinates

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Reason 3: Leaders make a Big Impact

POSITIVE

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Reason 3: Leaders make a Big Impact

AND NEGATIVE

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Leadership Defined

Difficult to define because commonly described from an individual perspective Many many different definitions Described in terms of traits, behaviors, influence, interaction patterns, role relationships, and occupation of an administrative position Similarities include the idea that it involves a process in which one person exercises influence over others to guide, structure, and facilitate activities and relationships in a group or organization
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Defining Leadership
Okay, if its important what is it? Bad news:

No agreed upon definition by leadership

scholars

Good news:
There is a rough definition most agree on

Leadership: is a process whereby an

individual influences a group of individuals to achieve a goal.

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Many Types of Leaders

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Virgin

Dyson

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What Makes a Leader Effective?

Empirical literature indicates that the best relationships exist between leaders and followers are built on high levels of mutual respect and trust.

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Activity
Think about a leader that you are familiar with. What makes this leader particularly effective? Do they hold some of the characteristics we have been discussing?

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LEADERS EXERCISE POWER POWER is the capacity of individuals to overcome resistance on the part of others, to exert their will, and to produce results consistent with their interests and objectives

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Structurally Embedded Power

ORGANISATIONAL STRUCTURE POLICIES & RULES TECHNOLOGY CONTROL OF BUDGETS CORPORATE CULTURE RECRUITMENT & TRAINING REWARDS & PUNISHMENT

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Power and Influence

INDIVIDUAL POWER BASES (French & Raven)

Coercive/physical Reward/resource Position/legitimate Expert Personal/referent

METHODS OF INFLUENCE (Handy)

- Overt - Covert

ADJUSTMENT TO INFLUENCE
- Compliance - Identification - Internalisation

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Leadership & Power

Five Bases of Power

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Stogdill Research

Physical characteristics Aspects of personality 124 trait studies were reviewed (1948) 163 trait studies were reviewed (1974) Relevant traits included intelligence, alertness to the needs of others, understanding of the task, initiative and persistence in dealing with problems, selfconfidence, and desire to accept responsibility and occupy a position of dominance and control. No universal leadership trait

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Center for Creative Leadership Research

What leads to the eventual success or failure of a leader? Interviewed top executives and senior human resource managers.

Asked about managers that failed to

perform and managers that succeeded. Looked for differences

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Successful Managerial Traits (across studies)

High energy level and tolerance for stress High self-confidence, but not excessive Internal locus of control High emotional maturity (well-adjusted) High integrity (behavior consistent with espoused values, perceived trustworthiness) Strong need for power Moderate achievement orientation Low need for affiliation

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Traits and Skills The Fuzzy Difference

Trait:
Most are relatively stable (e.g.,

personality) Some can be influenced by experience

Skill:
More malleable (i.e., changeable) than

traits Are influenced by heredity and situation

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Skills Approach Description

Perspectiv e Definition

Leadercentered perspective Emphasis on skills and abilities that can be learned and developed
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Leadership skills The ability to use ones knowledge and competencies to accomplish a set of goals and objectives

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Three Skill Approach (Katz, 1955)

In response to the emphasis on leadership skills, Katz developed the skills approach to leadership

Technical Skills Human Skills Conceptual Skills

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Transformational Leadership
The roots of transformational leadership theory were found in the writings of Max Weber Transformational leadership the leadership transforms the goals of followers from self-interest to collective achievement

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Called to duty rather than simply relationship of transactions Create obligations in followers rather than a relationship of exchanges Weber believed that people were charismatics or they were not

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Popular Transformational Theories

Suffer from two major weaknesses

Tend not to be very specific in describing

how a leader can develop the inspirational qualities and communication abilities necessary to lead Gloss over the situational and subordinate factors that influence the usefulness of a set of behaviors or courses of action In general they are oversimplified and oversold

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Houses 1976 Theory of Charismatic Leadership

Devotion Identification Emulation

House begins with the argument that charismatic leadership must be defined by its effects on followers Defined the evidence for charisma as the extraordinary levels of:

Personal characteristics, behaviours, and

House grouped the characteristics of charismatic leadership into three categories:

situational determinates
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Personal characteristics and behaviours

High levels of self-confidence Dominance over others Strong conviction in the moral righteousness of his or her beliefs High need to influence others High expectations for followers Confidence in the ability of the followers to achieve them. Motive arousal behaviors induce cognitive and emotional states consistent with the behaviors necessary to accomplish the goal.
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Situational determinants

Surrounding situation is stressful Transcendent vision

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Dark Side of Charisma The consequences

Being in awe of the leader reduces good suggestions by followers Desire for leader acceptance inhibits criticism by followers Adoration by followers creates delusions of infallibility Excessive confidence and optimism blind the leader to real dangers

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Consequences

Denial of problems and failures reduces organizational learning Risky, grandiose projects are more likely to fail Taking complete credit for successes alienates some key followers Impulsive nontraditional behavior creates enemies as well as believers Dependence on leader inhibits development of competent successors Failure to develop successors creates an eventual leadership crisis.

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Outstanding Leadership
Click to editto Outstanding Pathways Master subtitle style

Leadership: Comparative Analysis of Charismatic, Ideological and Pragmatic Leaders (Mumford, 2006)
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Overview
Crisis theory- outstanding leadership can only develop out of a crisis Three main types:

Charismatic Ideological Pragmatic

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Development
Experience Counts! Crystallizing events

Environmental events that shape leader

along a certain path

Cases
Reference library to life events Autobiographical narrative to life story Helps understand prior events, and plan

for future events

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Socialized and Personalized Leaders

Socialized leaders seek to enhance others and the broader social system by building capabilities in others that transcend the leader Personalized leaders frame actions in terms of there own selfaggrandizement seeking to enhance their power and control regardless of the costs to others and the broader social system.

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Charismatic Leadership

The attributes of the leader serve to magnify the impact of the vision being articulated.
Idealized future Self sacrifice

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The vision

Personal meaning Explains events Establishes sense of identity Characterized by emotionally evocative images
Motivate Creates a shared experience, and a shared

future image

Suggests a path that resolves current social problems and tensions

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Ideological Leadership
Vision appeals to the virtues of the past rather than the future. Vision is framed in terms of the values and standards that must be maintained in order to build a just society.

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Pragmatic Leadership
Does not require a vision. Influence is from an in depth understanding of the social system and causal variables. Use expertise, logic, and rational arguments Manipulate the situations to bring about efficient practical solutions to significant system problems.

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Combing leader types

Socialized charismatic Personalized charismatic Socialized ideologues Personalized ideologues Socialized pragmatics Personalized pragmatics

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Activity

Obama Gandhi PrinceCharles

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Performance
Performance- not a difference in effective performance between broad types (charismatic, ideological, pragmatic) There is between personalized and socialized. This suggests that integrity is a critical aspect of performance for outstanding leadership

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Case Study

Leadership in Focus

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