Leadership & Motivation
Leadership - to Inspire Effort
Planning Ahead
What is leadership?
How do leaders gain and use power?
What are the important leadership traits and behaviors?
What can be learned from contingency theories of
leadership?
“Some are born
great, some achieve
greatness, and
some have
greatness thrust
upon them.”
William Shakespeare
The Nature of Leadership
Leadership and Vision
Leadership
process of inspiring others to work hard to
accomplish important tasks
Vision
someone who has a clear sense of the future
Exercise – Donald Trump
The Nature of Leadership
 Leadership and
Power
Power
 ability to get someone
else to do what you
want them to do
The Nature of Leadership
 Sources of Position
Power
Reward
 influence through
rewards
Coercive
 influence through
punishment
Legitimate
 influence through
authority
The Nature of Leadership
 Sources of Personal
Power
Expert
 influence through
special expertise
Referent
 influence through
identification
The Nature of Leadership
Turning Power Into Influence
position, power, and interpersonal skills
no substitute for expertise
likable personal qualities are very important
effort and hard work breed respect
personal behavior must support expressed values
The Nature of Leadership
Acceptance Theory of Power
the other person must
understand the directive
feel capable of carrying out the directive
feel the directive is in the organization’s best interests
believe the directive is consistent with personal
values
The Nature of Leadership
Leadership and Empowerment
benefits
allows people to act independently
manager gains power
creates positive relationships
builds reference power
Leadership Traits and Behaviors
Search for Leadership Traits
drive
desire to lead
motivation
honesty and integrity
self-confidence
intelligence and knowledge
flexibility
Blake & Mouton’s Leadership Grid
Concern for People
High
9
Low
1
Country Club
Manager
People’s needs
Relationships
Team Manager
Building
commitments
Middle-of-the- Road
Balance work and
morale
Impoverished
Manager
Minimum effort to
get the job done
Low
1
AuthorityObedience
Efficiency of
tasks and
operations
Concern for production
High
9
Leadership Traits and Behaviors
 Focus on Leadership
Behaviors
Task and People Concerns
 task concern
• plans and defines work to be
done
• assigns task responsibilities
• sets clear work standards
• urges task completion
• monitors results
Leadership Traits and Behaviors
 Focus on Leadership
Behaviors
Task and People Concerns
 people concern
• acts warm and supportive
• develops social rapport
with them
• respects their feelings
• sensitive to their needs
• shows trust in them
Leadership Traits and Behaviors
Focus on Leadership Behaviors
Styles
abdicative or laissez-faire
directive or autocratic
supportive or human relations
participative or democratic
Case Study - BCM
Contingency Approaches to
Leadership
 Fiedler’s Contingency
Model
good leadership
depends on a match
between leadership and
situational demands
 least-preferred
coworker scale (LPC)
Calculate your LPC score
Contingency Approaches to
Leadership
Fiedler’s Contingency Model
Diagnosing situational control
leader-member relations (good or poor)
degree of task structure (high or low)
amount of position (strong or weak)
Matching leadership style and situation
task oriented leader is most successful
• very favorable (high control)
• very unfavorable (low control)
relationship oriented leader is most successful
• moderate control situation
Contingency Approaches to
Leadership
Hersey-Blanchard Situational Leadership
Model
Leaders adjust their styles depending on the
readiness of their followers
Selling
Telling
Participating
Delegating
Leadership Implications
Relationship Behaviour
Support required
High
Participating
Share Ideas
Followers able &
Unwilling, insecure
Selling
Explain decisions
Followers unable &
Willing, confident
Delegating
Turn over decisions
Followers able &
Willing, confident
Telling
Give instructions
Followers unable &
unwilling, insecure
Low
Low
Task Behaviour
Guidance required
High
Contingency Approaches to
Leadership
Matching Hersey-Blanchard Leadership
Styles to Follower Readiness
Delegating = high readiness
Participating = moderate to high readiness
Selling = low to moderate readiness
Telling = low readiness
Contingency Approaches to
Leadership
 Vroom-Jago LeaderParticipation Theory
Choosing the best decision-making
method
 authority
 consultative
 group
Contingency Approaches to
Leadership
 Vroom-Jago LeaderParticipation Theory
Effective Leadership
 know when each
decision method is
best
 be able to implement
well
Contingency Approaches to
Leadership
Vroom-Jago Leader-Participation Theory
Use group-oriented decision-making when
leaders lack sufficient information
problem is unclear
acceptance of decision by others is important
adequate time is available
Contingency Approaches to
Leadership
Vroom-Jago Leader-Participation Theory
Use authority-oriented decision-making when
leaders have expertise to solve problem
leader is confident and capable of acting alone
others are likely to accept the decision
little or no time available for discussion
Case Study - Microsoft