1 - fundamentals of leadership

7/31/2019 1 - Fundamentals of Leadership

1/20

1

1

Fundamentals Of Leadership

2

Introduction

Research focuses on two key leadershipissues:

1. Why some organizational members

become leaders while others do not2. Why some leaders are successful while

others are not


2/20

2

3

Managers Versus Leaders Managers

Persons whose influence on others is limited tothe appointed managerial authority of theirpositions to reward and punish.

Persons with managerial and personal powerwho can influence others to perform actionsbeyond those that could be dictated by thosepersons formal (position) authority alone.

Not all leaders are managers, nor are all managers leaders.

4

What is Leadership?

Leadership the process of influencing others tofacilitate the attainment of organizationallyrelevant goals

One does not have to be in a formal leadershipposition in order to exert leadership behavior


3/20

3

5

Trait Theories Of Leadership

Assumes that a finite number of individualtraits of effective leaders can be found

intelligence

personality

physical characteristics

Relies on research that relates various traitsto certain success criteria

Research findings are contradictory

6

Traits Associated With Leadership

Effectiveness:

Ability to enlist cooperation

Cooperativeness

Popularity and prestige

Sociability (interpersonal skills)

Social participation

Tact, diplomacy

Adaptability

Alertness

Creativity

Personal integrity

Self-confidence

Emotional balance and control

Independence (nonconformity)

Judgment

Decisiveness

Knowledge

Fluency of speech

AbilitiesPersonalityIntelligence


4/20

4

7

Six Traits That Differentiate

Leaders from Nonleaders1. Drive

2. Desire to lead

3. Honesty and integrity

4. Self-confidence

5. Intelligence

6. Job-relevant knowledge

8

Trait Theories Of Leadership

Theories that attempt to isolate characteristics that

differentiate leaders from nonleaders

Attempts to identify traits that always

differentiate leaders from followers andeffective leaders from ineffective leaders

have failed.

Attempts to identify traits consistently

associated with leadership have been more

successful.


5/20

5

9

Shortcomings of the Trait Theory of

Leadership The list of potentially important traits is endless

Trait test scores are not consistently predictive of

leader effectiveness

Patterns of effective behavior depend largely on the

situation (environment)

The trait approach fails to provide insight into what

the effective leader does on the job

10

The Nature of Leadership

Leadership is the process of influencing

people to direct their efforts toward particular

goals.

Management

of Change

PROCESS

of Leading

People

in Organizational

CONTEXT

Task

CONTENT

External

Environment

Goals

Leadership


6/20

6

11

The Nature of Leadership

Leadership characteristics: are those possessed by

effective leaders and includedrive, originality,

persistence, and tolerance of stress.

Personal characteristics: are personal attributes often

possessed by effective leaders and include superior

mental ability, emotional maturity, andproblems-

solving (conceptualize & analytical)skills.

12

Some Personal Characteristics(Related to managerial effectiveness)

Superior Intelligence: With IQ range from 115-130.

Emotional Maturity (EQ):

Self-confidence and capable of directing subordinates ina calm, conscientious manner.

Have a sense of purpose and meaning in life. Able to cope with the demands and stress of both their

business and personal lives.


7/20

7

13

Some Personal Characteristics(Related to managerial effectiveness) (cont)

Motivation Drive:

Motivated by the opportunity to achieve the chance for

power or control over a situation and by the need to

self-actualize.

Problem-solving skills:

See a problem as both a challenge (Risk) and an

opportunity to prove their managerial abilities (with

drive and confidence.)

14

Some Personal Characteristics(Related to managerial effectiveness) (cont.)

Managerial skills:

1) Technical skills: help an individual determinehow

things work.

2) Human Skills: help an individual interact with

other people.

3) Conceptual skills: help a manger understand how

all parts of the organization or department fit

together.


8/20

8

15

LMHLowerManager

MMMMiddleManager

HMLSeniorManager

ConceptualSkills

Human SkillsTechnical

skills

SkillsNeededat Different Hierarchical

Levels:

16

Summary of Leadership & Characteristics

Goalorientation

Energy

Ability to helppeople grow

A desire to win

Willingness toaccept challenge

Administrativeability

Interpersonalskills

Tactand diplomacy Ability to enlistcooperation

Social participation

Cooperativeness

Attractiveness

Need to excelorachieve

Initiative

Task orientation

Drive forresponsibility

Responsibility inpursuit of objectives

GallupOrganizations

Leadership Talents

SocialCharacteristics

(Stogdills)

Task-RelatedCharacteristics

(Stogdills)


9/20

9

17

Nature of Organizational Personnel

The opinions leaders have about their peopleexplain why leaders act as they do.

Douglas McGregor has provided management with

a set of assumptions: Theory X and Theory Y.

18

Theory X and Theory Y

Theory X: holds that people are basically

lazy & it is necessary to use coercion andthreats of punishment to get them to work.

Assumptions:People, by nature, dislike & avoid work

Have little ambition, shun responsibility, & like

to be directed.

Want security.


10/20

10

19

Theory X and Theory Y

Theory Y: holds that, under the right conditions, peoplewill work.

Assumptions:Natural to use mental effortat work.

If committed to objectives, people will exercise self-

direction and self-control.

Commitment is linked to therewardsfor their

achievement.

People do seek & accept responsibility, under proper work

environment.People have a wide range of capabilities in problem

solving.

Peoples intellectualpotentials are only partially utilized.

20

Continuum of Leadership Behavior

Task

-Oriented

Authoritarian

On this end,

subordinates

input is small or

not wanted

Paternalistic Participative

People

-Oriented

Laissez-Faire

On this end,

subordinates

input is large

and is expected

Distinguish among four styles of leadership behavior-Authoritarian, paternalistic, participative, & laissez-faire.


11/20

11

21

Authoritarian Leadership: tends to beheavily

work centered, with little attention to the human

element. View workers as factors of production.

Paternalistic Leadership: tends to be heavily

work centeredbut hassome consideration for thepersonnelas well.

Work hard and Ill take care of you.

[Asian Value?]

Leadership Behavior

22

Participative Leadership: have highconcern

for people at work.

-Delegating authority, sharing objectives and

getting feedback from subordinates. [Westernvalue? Management of complexity?]

Laissez-faire Leadership: is characterized bya

lack of concern for either the people of the work.

Non-interference.Come close to abdicatingthe leadership position & responsibility.

[Not for the competitive business world?]

Leadership Behavior (cont.)


12/20

12

23

Leader-Subordinate Interactions

Leader

Subordinate Subordinate Subordinate

Leader


Authoritarian Leadership

Paternalistic Leadership

24

Leader


Leader


Laissez-Faire

Leadership

Participative LeadershipContinual flow of info.

from leader to subordinate

Continual exch. of info.

between leader and

subordinate and/or between

subordinates themselves.[Some degree of self-organizing

with guiding protocols?]

Occasional exch. of

info between leader

and subordinate


13/20

13

25

Basic Rules used by Leaders:

1. Be decisive

2. Do not promise what you cannot deliver

3. Praise people in front of others for a job well

done andreprimand them in private whenthey have made a mistake

4. When possible, promote from within.

Leadership Behavior(cont.)

26

Leadership Dimensions

A Leadership Grid

(Entail a concern for people and a concern for work )

High People

-Low Work

(Eager to help or

please, Sympathetic)

High People -

High Work

(To develop highteamwork, for

challenging goals)

Low Work-

Low People(Laissez-faire,

Hand-off)

High Work

-Low People(To exercise control and

have strict compliance)

Low HighConcern for Work

Low

High

Co

nce

rn

forP

eople


14/20

14

27

Contingency Leadership StylesApplied to a Leadership Grid

Manager of a

Successful Sales

Group(Knowing that the work

are in good hands, self-

organizing)

President of a

Large Corporation(Concern for long-range

objectives & plan, & in

need of support of key core

teams)

Manager of an

R&D Lab

(R&D workers are self-motivated & derive

intrinsic satisfaction

from work)

Foreman on an

Assembly Line

(To ensure workers keepup with production

target)

Low HighConcern for Work

Low

High

Co n

ce

rnf o

rPeo

ple

28

Contingency Leadership Models

What specific style of leadership is best in

which type of situation? Matching styles with environmental

demands (e.g. level of risk & uncertainty,degree of control needed..)

Contingency Approaches:1. Fiedlers Contingency Model

2. The Managerial Grid

3. Charismatic and Transformational Leadership


15/20

15

29

Fiedlers Contingency Model

holds that leader effectiveness is

determined by leadership style and

situational variables.

30

Situational Variables in Fiedlers Model

Leader-member relations: are

determined by how well the two groupsget along.

Task structure: is the degree to which theleaders job is laid out in advance.

Leader position power: is the authorityvested in a leaders position.


16/20

16

31

The Managerial Grid-Addresses concern for productionand Concern

for people.

(1, 9)Country Club Manager

(9,9)Team Builder

(5,5)Organization Man

(1,1)Do-Nothing Manager

(9,1)Production Pusher

1

Low Concern for Production9

High

High

9

1

Low

Con

cernforPeopl e

32

The Managerial Grid

(1, 9) Country ClubManagerThoughtful attention to needs of

people for satisfying

relationships leads to a

comfortable, friendly

organization atmosphere & work

tempo.

Team Builder- (9,9)Work accomplishment is from

committed people;

interdependence through a

common stake in organization

purpose leads to relationships

of trust and respect.

(5,5)

Organization ManAdequate organization performance is

possible through balancing the

necessity to get out work while

maintaining morale of people at

satisfactory level.

(1,1) Do-Nothing ManagerExertion of minimum effort to

get required work done is

appropriate to sustain

organization membership.

Production Pusher -(9,1)Efficiency in operations results

from arranging conditions of work

in such a way that human elements

interfere to a minimum degree.

1

LowConcern for Production

9

High

High

9

1

Low

Concernf

orPe

ople


17/20

17

33

Transformational vs Transactional Leadership

Transformational leaders are visionary agents

who motivate people todo things differently.

Ex. Lou Gerstner, head of IBM, has used his

transformational leadership skills to bring the

company back to its previous prominence.

Transactional leaders exchangerewards foreffort and performance.

34

Transformational vs Transactional Leadership

(A systems engineer?)(An innovator?)

Relies on past knowledge to deal withfuture problems.

A lifelong learner.

Watches for mistakes/deviations fromrules & regulations & then takes action.

Leads by example.

Avoids complexity and uncertainty bydelegating responsibility to subordinates.

Able to deal with complexity,ambiguity, & uncertainty.

Tends to support status quo.A courageous change agent.

Carefully spells out rewards foraccomplishing objectives.

Give employees individual attention,coaching, and advising.

Interested in results rather than problem-solving process.

Promotes rationality and carefulproblem-solving.

Lets everyone know the objectives.

(e.g. MBO)

Communicates high expectationsand expresses purposes simply.

Uses reward and punishment systems togenerate compliance.

Instill pride, respect, & trust inemployees.

Set goals and encourages employees topursue them.

Provides a vision & a sense ofmission.

Transactional LeaderTransformational Leader


18/20

18

35

The Emerging Leadership Challenges

As the economy changes, so do the needs forleadership skills.

Hiring qualified people and developing them throughtraining are constant challenges.

To meet the shortage of leaders, many firms aretraining their managers to develop leaders from theirwork groups.

The new approach to leadership is to develop

leaders instead of followers. (e.g. Acers internal executive programme to train

& develop many future general managers)

36

The Emerging Leadership Challenges (cont) Abilities and skills needed in the future

leadership include being able to:

Create a shared visionfor everyone in thefirm,

Ensure customer satisfaction,

Live the valuesthat are critical to thecompany,

Build internal teamworkand externalpartnerships,

Think globally, appreciate culturaldiversity,

Develop and empower people,


19/20

19

37

The Emerging Leadership Challenges (cont)

Abilities and skills needed in the futureleadership include being able to:

Be able to anticipate opportunity (& risk),

Learn how to achieve competitiveadvantage,

Embrace change, share leadership,demonstrate personal mastery of the job,

Show technological savvy, and Encourage constructive challenge.

38

Key Terms in the session

Leadership

Leadership characteristics

Personal characteristics

Trait theory

Technical skills

Human skills

Conceptual skills

Theory X

Theory Y

Authoritarian leadership

Paternalistic leadership

Participative leadership

Laissez-faire leadership

Leadership dimensions

Fiedlers contingencymodel


20/20

39

Key Terms in the session (contd.) Least preferred coworker scale

Leader-member relations

Task structure

Leader position power

Managerial grid

1,1, Managerial style

9,1 Managerial style




Transformationalleader

Transactional leader

40

Questions:1.Describe the Leadership and Personal Characteristics Related to

Managerial Effectiveness--Trait Theory, Superior Intelligence,

Emotional Maturity, Motivation Drive, Problem-Solving Skills,

Managerial Skills, and Leadership Skills

2. Compare and Contrast Theory X and Theory Y

3.Distinguish Among Four Styles of LeadershipBehavior

Authoritarian, Paternalistic, Participative, and Laissez-Faire

4. Explain the Concept of Self-Leaders and theBasic Rules of

Behavior

5. Describe the Two Major Dimensions of Leadership

-Concern for People and Concern for Work

6. Distinguish among the Contingency Leadership Approaches-

Fiedlers

Contingency Model, the Managerial Grid, & Transformational

Leadership

1 - fundamentals of leadership

Documents