W1:Introduc-on
Leadership
&
Management
What is then Leadership?
☀TheEvolu-onofLeadershipResearch
1900: Traits approaches
1950: Behavioral theories
1990s
1960: Contingency theories
Conflict
•
•
•
•
Ppaper Construc-veConflict Difference,notwarfare
Differencesinopinionsandinterests
Cannotavoidconflictinorganiza-ons
Managingconflict:putconflicttouse
•  Dominance:onesidewinsovertheother
•  Compromise:eachsidegivesupsomethingtoseEleanissue
•  Integra4onofdesires:Solu-onfullymeetsgoalsofeachparty.Neither
partygivesupanything:Integra-ondiscoverssomethingnew;
compromiseusesonlywhatexists
Leadership
Prevailingviewofleadershipwasbasedondominanceandaggression[P]
Offeredanalterna-veviewofleadershipwithmanyposi-vequali-es[E]
Ac-on-orientedpersonclearlyfocusedonthefuture[A]
Avisionofthefuture.Decisionsmadewithanunderstandingoftheirlongtermeffects[K]
☀W2.Again:Whatisleadership?
HR&SWOT-strategiesWhereisPEAK?
☀YuklMul-pleLincageModel
☀The Hershey and Blanchard Model
The Hersey and Blanchard model of leadership identifies different
combinations of leadership presumed to work best with
different levels of organizational maturity on the part of
followers.
•  Maturityleveloffollowerplaysanimportantrole
•  JobMaturity–(task-relatedabili-es)
•  Psychologicalmaturity(confidence,willingness,mo-va-on)
Job_Maturity
1:LowJMLowPM:Telling
2:LowJM,HighPM:Selling
3:HighJM,LowPM:Par-cipa-ng
4:HighJM,HighPM:Delega-ng
☀Hersey-Blanchard Situational Leadership Model
Leader s concern with task
Low
High
High
Leader s
concern
with
relationship
Low
Mature
Employees
Willing/Able Unwilling/able Willing/unable Unwilling/unable
4
3
2
1
Immature
Employees
☀Norma-veTheoryofLeadership:The VroomYetton-Jago Model
•  Vroom&YeEon(1973)
–  Leadershipbehavioursisdescribedthroughpar-cipa-on
–  Leadershipisdecision-making
–  Effec-vedecisionsarejudgedthrough:QAT[Quality.Acceptance&Time]
•  The Vroom-Yetton-Jago model of leadership attempts to prescribe the
type of decision-making style that a manager should use given a
particular situation.
•  The model requires the use of a decision tree. The decision tree
assesses the situation in terms of several factors.
•  Based on the results of the decision tree analysis, the manager is
advised to employ one of five leadership styles, ranging from making
the decision alone to meeting with subordinates to make a group
decision.
•  A key component of the model is determining how much to involve
subordinates in making decisions.
☀Vroom-Jago-YeEonModel
ü
ü
ü
ü
Determine appropriate level of involvement
Practical assessing of the situation
Five styles of Leadership
Three types of leadership: Autocratic. Consultative. Group
AI - Autocratic
Solve the problem yourself using the information you have
AII - Less autocratic
Obtain the needed information from employees, then solve the problem
yourself. Employees provide information but not alternatives.
AIII - Consultative
Share the problem with employees individually (but not as a group), seeking
suggestions & possible alternatives. Solve the problem yourself.
CII - More Consultative
Share the problem with employees as a group, seeking suggestions &
possible alternatives. Solve yourself.
GII - Group Decision
Share the problem with employees as a group, seeking suggestions &
possible alternatives. Attempt to reach a consensus & be willing to accept &
implement the employee’s solution.
☀Vroom&YeEon
The leader adopts the appropriate decision by applying 7 rules:
1) Leader information Rule
2) Goal Congruence Rule
3) Unstructured Problem Rule
4) Acceptance Rule
5) Conflict Rule
6) Fairness Rule
7) Acceptance Priority Rule
☀CountryCulture
•  Countryculturedimensionsthatimplyacceptable
managementbehaviourandorganiza-onalforms
•  Fivedimensions
–  Powerdistance
–  Uncertaintyavoidance
–  Individualism
–  Masculinity
–  Long-termorienta-on
•  Autocratic styles tend to work best in High
Power-Distance countries, and
•  Participative styles in Low Power-Distance
countries
☀Transac-onal&Transforma-onalLeadership
It is based on a model by Burne, Bass, Avolis where 7 leaders factors
are divided between:
-  transformational,
-  transactional and
-  non-leadership categories
As a
transactional leader,
I use formal
rewards & punishments.
managing
Contingent Reward.
Management by Exception.
Laissez-Faire
Traditional Style of Leadership
vision
As a
transformational leader,
I inspire
and excite followers to
high levels of performance.
Charisma.
Inspiration.
Vision
Twotransac-onalfactors&onenon-leadershipfactor
:
1. Charisma: Charismatic leader-manager sets high standards and challenges the
staff to go beyond their usual level of effort.
2. Inspirational motivation: The leader-manager shares a vision with the staff that
appeals to both their emotions and ideals.
3. Intellectual stimulation: The leader-manager stimulates followers to question the
status quo, to think critically about what they are doing and why.
4. Individualized consideration: The uniqueness of each employee is recognized
and assignments are based on ability and needs.
5. Contingent reward: Rewards match the employee's achievements. The leadermanager emphasize mutual agreement on goals.
6. Management by exception: The leader-manager using management by exception
reacts when a problem occurs, uses more negative feedback than positive and is
relatively punitive rather than facilitative in approaching the staff. However, the
effective leader-manager limits the number of times he or she uses management by
exception.
7. Laissez-faire: Another negative characteristic, a laissez-faire approach can most
simply be described as the absence of leadership.
Questions:
•  What do the authors borrow from early leadership theories?
☀Maslow s Hierarchy of Needs
Selfactualization
Esteem
Belongingness
and love
Safety
Physiological
Organization: actors, responsibility and process
Process of Decision Making [Responsibility for Steering ],
Process of Communication [Responsibility for Employees]
Process of Production [Responsibility for Efficiency and
quality]
Process of Innovation [Responsibiliy for Change]
Leadership
Input &
demand
Objectives & plans
Supporting group
Empowerment & commitment
Distribution System
Outcome &
accept
Development
Output [efficiency]