Leadership in Organizations 9 1 Understanding Leadership Leadership

Leadership in Organizations 9– 1

Understanding Leadership • Leadership defined… The ability an individual demonstrates to influence others to act in a particular way through direction, encouragement, sensitivity, consideration and support. 9– 2

Supervisors Versus Leaders “Not all leaders are supervisors, nor are all supervisors leaders. ” • Supervisors Ø Persons whose influence on others is limited to the appointed authority of their positions to reward and punish. • Leaders Ø Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone. 9– 3

Trait Theories Of Leadership • Trait theories of leadership Ø Theories that attempt to isolate characteristics that differentiate leaders from nonleaders v Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed. v Attempts to identify traits consistently associated with leadership have been more successful. 9– 4

Six Traits That Differentiate Leaders from Nonleaders 9– 5

Charismatic Leadership • Charismatic leader defined… Ø An individual with a compelling vision or sense of purpose, an ability to communicate that vision in clear terms that followers can understand, a demonstrated consistency and focus in pursuit of the vision, and an understanding of his or her own strengths. 9– 6

Charismatic Leadership • A charismatic leader influences followers by: Ø Stating a vision that provides a sense of community by linking the present with a better future. Ø Communicating high expectations and expressing confidence that followers can attain them. Ø Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate. Ø Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision. 9– 7

Key Characteristics of Charismatic Leaders • Idealized goal • Ability to help others understand the goal • Strong convictions about the goal • Behavior that is unconventional • Assertive and self-confident • High self-monitoring • Appearance as a change agent 9– 8

Visionary Leadership “A vision should create enthusiasm, bringing energy and commitment to the organization. ” Ø The key properties of a vision are inspirational possibilities that are value centered, realizable, and have superior imagery and articulation. • Visionary leadership Ø The ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present 9– 9

Skills of Visionary Leaders • The ability to explain the vision to others. Ø Make the vision clear in terms of required actions and aims through clear oral and written communication. v (Ronald Reagan – return to happier & prosperous times) • The ability to express the vision not just verbally but through the leader’s behavior. Ø Behaving in ways that continually convey and reinforce the vision. v (Herb Keller – SW Airlines) • The ability to extend the vision to different leadership contexts. Ø Sequencing activities so the vision can be applied in a variety of situations 9– 10

How to Become a Leader • Development of the following skills: ØTechnical skills (ability to assist others) v Tools, procedures, and techniques that are unique to your specialized situation ØConceptual skills (anticipate the future) v Ability to think in the abstract, analyze info, and make connections between the data ØNetworking skills v Socialize and interact with outsiders ØHuman relation skills v Work (people skills) with, understand, and motivate other around you 9– 11

The Ohio State Studies • Studies that sought to identify independent dimensions of leader behavior Ø Task-centered leader Ø People-centered leader 9– 12

Ohio Studies- Task-centered leadership • Task-centered leadership defined… Ø An individual with a strong tendency to emphasize the technical or task aspects of a job v Ensures compliance with rules, regulations, and production goals • Example: Ø Autocratic Leader (taskmaster) v Leaves no doubt as to who’s in charge, and who has the authority and power in the group 9– 13

Ohio Studies- People-Centered • People-centered leader defined… Ø Emphasizes interpersonal relations with those he or she leads. (preferred by today’s workforce) v Takes personal interest in needs of his/her employees • Example: Ø Participative leadership style v Leadership style of an individual that seeks input from followers for many of the activities in the organization v Perspective #1: Consultative-participative leadership – Obtain input, but makes final decision v Perspective #2: Democratic-participative leadership – Obtain input and decision is made by the group 9– 14

Situational Leadership • Situational leadership theory (Hersey & Blanchard) Ø Leaders should adjust (high-self monitors) their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers. Ø New leadership model and getting much attention. v Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader. v Readiness: a follower’s ability and willingness to perform. v At higher levels of readiness, leaders respond by reducing control over and involvement with employees. 9– 15

Situational Leadership 9– 16

Hersey and Blanchard’s Situational Leadership® Model Exhibit 11. 7 Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies, Escondido, California. All rights reserved. 9– 17

Situational Leadership • R 1 (Telling) Ø Employee does not know how to do a job function • R 2 (Selling) Ø Employee questions why certain things have to be done a certain way • R 3 (Participative Leadership) Ø Employee has become the expert on the job and no longer needs to be told what to do • R 4 (Delegating) Ø Employee has gained trust and needs to be left alone. Assign tasks and let him/her do the taks 9– 18

Credibility & Trust • Credibility Ø Employees judge credibility in terms of: v Honesty v Competence v Ability to inspire • Trust Ø The belief in the integrity, character, and ability of a leader 9– 19

Five Dimensions of Trust • Integrity Ø Honesty and truthfulness • Competence Ø Technical and interpersonal knowledge and skills • Consistency Ø Reliability, predictability, and good judgment • Loyalty Ø Willingness to protect and save face for a person • Openness Ø Willingness to share ideas and information freely 9– 20

The Challenge of Team Leadership • Becoming an effective team leader requires: Ø Learning to share information. Ø Developing the ability to trust others. Ø Learning to give up authority. Ø Knowing when to leave their teams alone and when to intercede. • New roles that team leaders take on Ø Managing the team’s external boundary Ø Facilitating the team process ØThe end 9– 21