@ Dr. O. C.C. Lin 2007

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IELM 538 Management & Technology

LeadershipLeadership

Professor Otto CC Lin

2 March 2007

Hong Kong University of Science and TechnologyHong Kong University of Science and Technology

@ Dr. O. C.C. Lin 2007

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What is a Leader?

• Leader leads the organization

• Leader motivates the people

• Leader facilitate the process

• Leader resolves any problems

• Leader prepares for the future

• Leader sets example for the people

@ Dr. O. C.C. Lin 2007

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Theory Z Assumption

• People are different in the hierarchy of needs

• People have different attitudes toward responsibility and freedom

• People are not perfectible, but are improvable

• Managers must take responsibility and pleasure in the growth and fulfillment of his people

• Organization must provide environment fitting the objectives of employees

@ Dr. O. C.C. Lin 2007

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The Dimension of Human Existence

Emotional Sphere

CompassionatePerson

(Y)

Indifferent Person

(L)

Effective

Human Being(Z)

Rational Person

(X)

Intellectual Sphere

@ Dr. O. C.C. Lin 2007

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The Dimension of Leadership

Concern for People

Benevolent Leader

(Y)

Laissez-Faire

Leader

(L)

Team

Leader(Z)

Autocratic

Leader

(X)

Concern for Production

@ Dr. O. C.C. Lin 2007

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Responsibility of Leader-Manager

• Establish and communicate organizational values and goals

• Understand your key people—their needs and motivation

• Make different assignments to fulfill the needs of the individual and to achieve organizational goals

• Guide organizational behaviors by values• Build career growth plans accordingly

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Hierarchy of Needs: Summary Remarks

• Everybody has needs covering all five levels• Each person has different portfolio of needs• Satisfaction of lower level needs stimulates

higher level needs• Focus on higher lever needs can shadow

lower level needs, but not eliminate them • Extended neglect of needs will create organizational stress

@ Dr. O. C.C. Lin 2007

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The Theory L Leader

An transmitter of information

Planning: Pass from upper management to staff

Organizing: Distribute organization chart and job description to staff

Staffing/SD: Leaves it up to the Personnel Department

Motivating: Does not get involved- “people are people”

Controlling: Let staff watch out for their own

@ Dr. O. C.C. Lin 2007

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The Theory X Leader

An agent to achieve corporate goal- production oriented manager

Planning: Develop plan and ask staff to execute it

Organizing: Adapt people to fit the organizational structure

Staffing S/D: Stretch assignments to weed out poor performers

Motivating: Carrot-and-stick approach

Controlling: Monitors closely and instruct staff to take corrective action

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The Theory Y Leader

A facilitator of people to help them achieve goal—

people oriented manager

Planning: Help staff members develop their plans, even if it is not supportive of organization goal

Organizing: Adapts organizational structure to fit the people

Staffing S/D: Selects people who will find satisfaction in the unit

Motivating: Provides a helping relationship and gives encouragement

Controlling: Provides the tools needed by staff for his own control

@ Dr. O. C.C. Lin 2007

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The Theory Z Leader

A Builder of Team to make and execute decisions toward corporate goals

Planning: Uses a team approach in developing the plan

Organizing: Uses a team approach in setting up organizational structure and responsibility

Staffing S/D: Use a team approach in personnel selection and staff development

Motivating: Seeks synergy between goals of the organization and goals of the individual

Controlling: Use a team approach in analyzing deviations and problem-

solving

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Examples of Different Leadership Styles

Theory L: government agencies, public schools, research lab

Theory X: business/industry, focus on profit and short term objectives

Theory Y: country club, foundation, consultant agency

Theory Z: organizations that have long term objectives

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Values of Theory Z Management

1. People and basically good

2. Treating people as persons rather than as objects

3. Viewing individuals as being in process

4. Accepting and utilizing individual differences

5. Viewing the individual as a whole person

6. Prizing authentic behavior

7. Fostering trust

8. Confronting others with difference

9. Willingness to take risk

10. Viewing process work as essential to productivity

11. Emphasis on cooperation

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Leadership Styles: Common Questions

• Are leaders born or made?

• Shouldn’t ones’ leadership style be modified to fit the situation?

• Can a person function as a Theory Z leader in a Theory X environment, or, under Theory X boss?

• Why is it that some Theory X managers make it all the way to the top?

• What should one do to become a more effective leader?

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A Model Manager-Leader

• Identity• Authenticity• Open Mindedness• Concern for other• Independence• Responsibility• Communication• Reason• Problem Solving• Zest for life

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A brick-layer ?

A Cathedral Builder?

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Responsibility of Manager-leader

• Understand your key people—their inner needs

• Take action to satisfy the needs

• Make different assignments accordingly

• Be your guide of behaviors

• Build career growth plans accordingly

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Leadership Style in Chinese Philosophy

• Lao-Tze

• Confucius

• Shen-Tze