leadership. on the 16 read doug durand p. 629 what would you do. how does this relate to leadership...
TRANSCRIPT
Leadership
On the 16 Read Doug Durand p. 629
What would you do. How does this relate to leadership style?
Learning Objectives Next two classes
Try to help you consider what you need to develop the human and social capital to be an effective leader. Today
What is your natural leadership style? Next class
Leadership
Leadership influencing employees to voluntarily pursue organizational goals
17-2
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How do we know when someone is an effective leader?
Results (financial, changes). Bill Gates, Jack Welch, Carlye Fiorina.
Followers—Political leaders, religious leaders, but also business leaders. Recruitment and retention.
Thus, you need to focus on one or both of these.
Leaders Vs. Managers
Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status
quo Do the right thing
Administer Maintain Control Short-term view Ask how and when Initiate Accept the status
quo Do things right
LeadersLeaders ManagersManagers
17-3Table 17-1
Which would you prefer to do and why?
Meet in teams.
Who is More likely to succeed in business (small or big corps)?
Which is more scarce?
What does it take to be a leader?
Leaders Vs. Managers
Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status
quo Do the right thing
Administer Maintain Control Short-term view Ask how and when Initiate Accept the status
quo Do things right
LeadersLeaders ManagersManagers
17-3Table 17-1
.
Historic Vs. Contemporary Trait Theories of Leadership (Human capital)
Intelligence Dominance Self-confidence Level of energy and
activity Task-relevant
knowledge
people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance
Stogdill’s and Mann’s Stogdill’s and Mann’s FindingsFindings
Contemporary Trait Contemporary Trait ResearchResearch
17-4
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Side bar on Masculinity and leadership.
Analyzing Issues
Listening to Others
*Strategic Planning
Producing High-Quality Work
Motivating Others
WomenWomenMen
*Fostering Communication
* In one study, women’s and men’s scores in these were statistically even
17-5Figure 17-1
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
So masculinity is something other than gender.
Video Carlye as a leader
Focus on her talents
Leadership Traits Identified by Organizational Leaders
3) The edge to make tough decisions
2) Ability to energize others
1) Ability to execute
Jack Welch (Former CEO
General Electric)
3) Proactive communicator
2) Visionary
1) Self-confidence
Carly Fiorina (CEO Hewlett-
Packard)
3) Multiple work experiences in various functional areas
2) Ability to grow professionally
1) Ability to execute
Larry Bossidy (Former CEO Allied Signal)
3) Proactive communicator
2) Visionary
1) Ability to execute
Colin Powell (Former Chairman of the Joint Chiefs
of Staff and Secretary of State)
17-6Table 17-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Traits Identified by Organizational Leaders
4) High energy
Jack Welch (Former CEO
General Electric)
5) A team orientation
4) Flexible
Carly Fiorina (CEO Hewlett-
Packard)
4) A team orientation
Larry Bossidy (Former CEO Allied Signal)
6) Ability to execute
5) Challenges the status quo
4) Flexible
Colin Powell (Former Chairman of the Joint Chiefs
of Staff and Secretary of State)
17-7Table 17-2 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Which are your strengths? How do you acquire these attributes?
Intelligence (gets followers) Dominance (gets followers) Self-confidence Level of energy and activity Task-relevant knowledge Masculinity (assumed to get followers).
Trait approach
Focuses on specific aspects of human capital
Ignores social capital. Which is more critical for success?
Leadership is also interpersonal relatedness.
So how should a leader relate to subordinates.
Major question, can a leader also be friends with subordinates?
Lets focus on leadership style or ways of relating.
Two dimensions People (social capital) Task (human capital)
The Leadership Grid®
Low 1 2 3 4 5 6 7 8 9 High
High
9
8
7
6
5
4
3
2
1
Low
Concern for Production
Con
cern
for
Peop
le
5.5 Middle-of-the-
road-management
1.9 Country club management
1.1 Impoverished management
9.1 Authority-compliance
9.9 Team
management
17-9Figure 17-3
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Country Club emphasizes
Job satisfaction. Happy worker is productive worker. What can I do to help you be better (servant leadership).
Authority compliance
Tells people what to do, how to do it, and when to do it. Monitors performance closely (electronic or direct). Commonly dismisses people if poor performance.
Military model
Team Supervisor and subordinate are a team. Power distance is minimal. Open
communication. Share goals and set firm goal (task). But goals are set with subordinate participation (People). Let people decide how to meet the goals. Monitor performance. Discuss performance from problem solving perspective. Recognize when goals are achieved.
Middle of the Road.
Someone who is eclectic. Not consistent.
Or Varies with people and trust.
Which one empasizes
Human capital Social capital Both Human and social capital
Research in general
9,9 or team is considered best in general. However, research increasingly suggests it depends.
Chain saw Al Dunlap and Sunbeam Thus managers need to be flexible.
Self assessment.
Share with team members. As a subordinate how do you work with these different types of leaders.
How do you work effectively with other person?
Coaches at ISU. Where do they stand on the grid?
McCarney Eustachy (I know he is no longer
coach but we know more about him).
Fenelley. Other?
Summary This approach is better than trait
because both human and social capital. Many find the simplicity very useful. (I
do too). Where you are at—where you would like
to be. However, while 9-9 is good, many
examples of others who are not so good.
suggestions
Many different contingency approaches
Hershey and Blanchard is conceptually closest to Managerial grid.
Delegating is similar to Country club
Participating is similar to team Telling is similar to task Selling is unique element of middle
of the road or perhaps between Team and task.
Does the Doug Durand Case apply?
Carol Collins supervises a group of eight bank tellers. Since bank tellers handle large sums of money as part of their job, they are required to follow strict guidelines regarding banking procedures. Carol recently transferred to this bank branch and was surprised to find the tellers were disgruntled with many aspects of their jobs. The tellers were dissatisfied with pay levels, benefits, mandatory overtime policies, and other aspects of their work environment. Carol's predecessor knew of the tellers' dissatisfaction, but did nothing to address the situation. Since Carol's predecessor ignored their concerns, the tellers expect Carol to behave in a similar manner.
What should Carol’s leadership style be?
Evaluation
Intuitive appeal Research support is limited.
Substitutes for Leadership—Especially Task.
Experience Professionalism Structured tasks Feedback from the job itself Explicit goals Rules and procedures
Natural redundancy Insult. Especially individual
No substitutes for Relationships
Thus, when is country club most relevant.
Summary
Understand leadership style Have an initial image of leadership
style. May not be final image. Different leadership styles may be
effective. Need to develop different leadership
styles for different situations.