Dynamics of Leadership
• Learning Content
• - The Meaning of Leadership
• - Personal Characteristics of Leadership
• - Leadership Behaviors
• - Contingencies for Leadership Behaviors
• - Transformational Leadership
• - Leadership Development
• - Developing Your Competencies
The Meaning of Leadership
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-Leadership - an influence relationship between leaders and followers who strive
for real change and outcomes that reflect their shared purposes
Bases of Influence
- Often use the authority of their "formal position" to influence
subordinates
- Use of Rewards to motivate/influence subordinates
- Use of Coercion (Creating fear in the subordinates)(Usually done by bad
managers
- Use of Expertise (subordinates believe their managers have more
knowledge
or technical then they do
- Use of personal "charisma" (personal quality that gives an individual
influence or
authority over large numbers of people)
***There is no single or simple answer to which leadership influence works
best***
Personal Characteristics of Effective
Leaders
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- The Relatively stable attributes that make each person unique, including their
physical, social, and psychological traits
- Emotional intelligence is a set of abilities that enable individuals to recognize and
understand their own and others' feelings and emotions and to use these insights
to guide their own thinking and actions
Self-Awareness
- the ability to recognize and understand your moods, emotions, and
drives, as well as their impact on others.
Self-Control
- the ability to regulate and redirect one's own impulses, moods, and desires
Social-Awareness
- the ability to understand the emotional makeup of other people, and the skill to treat
people according to their emotional reactions
Social Skill
- the ability to build and interpersonal networks, manage relationships, find common
ground, and build rapport.
Leadership Behaviors
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- Behavioral models of leadership - focus on describing
differences in the actions of
effective and ineffective leaders.
Theory X and Y
- Theory X is a composite of propositions and underlying beliefs
that take a
command-and-control view of management based on a
negative view of human nature
- Theory Y is a composite of propositions and beliefs that take a
leadership and
empowering view of management based on a positive view
of human nature
Leadership Behaviors
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Managerial Grid
- identifies five leadership styles that combine different degrees of concern for production
and concern for people
- Impoverished - low concern for both people and production
- Primary goal of managers who use this style is to stay out of trouble
-"go with the flow" to make sure they can't be held accountable(mistakes)
- Country Club - high concern for people and low concern for production
- Try to create a secure, comfortable atmosphere and trust that their
subordinates will respond with high performance.
- Produce or Perish - high concern for production and low concern for people
- Theory X (don't consider employee's needs)
- Middle of the Road - believe that the needs of people and organizations are in conflict so
it is difficult to satisfy both
- find an acceptable balance between worker's needs and the
organization's productivity goals.
- Team - high levels of concern for both people and production
- Theory Y
- Leaders attempt to establish teamwork and foster feelings of commitment among
workers
-By introducing a "common stake" in the organization's propose, the leader builds
relationships of trust and respect
Contingencies for Leadership Behavior
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- Contingency models of leadership - situational factors determine the best style
1. Situational Leadership Model
- states that the style of leadership used should be matched to the level of readiness of the followers
- 3 basic components (a set of several possible leadership styles, a description of several alternative situations that the leader might
encounter, and recommendations for which leadership styles are most effective in each situation
-leadership styles
- task behavior - includes using one-way communication, spelling out duties,
and telling followers what to do and where, when, and how to do it
- relationship behavior - includes using two-way communication, listening,
encouraging, and involving followers in decision making and giving emotional
support
-Situational Contingency
leaders should consider the situation before deciding which leadership style
to use
- Readiness - a follower's ability to set high but attainable task-related
goals and a willingness to accept responsibility for reaching them.
- Choosing a Leadership Style
- telling style - the leader provides clear instructions, gives specific
directions, and supervises the work closely.
- selling style - the leader provides direction, encourages two-way
communication, and helps build confidence and motivation on the part of
the follower.
- participating style - the leader encourages followers to share ideas and
facilitates the work by being encouraging and helpful to subordinates
- delegating style - the leader turns over responsibility for making and
implementing decisions to followers
Contingencies for Leadership Behavior
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2. Vroom-Jago Leadership Model
- states that leaders should choose
among five leadership styles based on seven
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contingency variables, while also
recognizing the time requirements and other
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costs associated with each style
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Contingencies for Leadership Behavior
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Leadership Style
1. Decide style - the leader makes the decisions and either announces or sells
it to the team
2. Consult Individually style the leader presents the problem to team members
individually, getting their ideas and suggestions without bringing them
together as a group, and then make the decision
3. Consult Team style - the leader presents the problem to team members in a
meeting, gets their suggestions, and then makes the decision
4. Facilitate style - the leader presents the problem to the team in a meeting
and acts as a facilitator, defining the problem to be solved and the
constraints within which the decision must be made
5. Delegate style - the leader permits the team to make the decision within
prescribed limits
Contingencies for Leadership Behavior
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Situational Contingencies
1. Decision significance - "How important is the
technical quality of this
decision?"
2. Importance of commitment - "How important is it
for followers to be
committed to the decision? Can the decision be
implemented even if
followers don't agree that it is the best decision?"
3. Leader Expertise
4. Likelihood of commitment
5. Team support
6. Team expertise
7. team competence
Transformational Leadership
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Transformational leaders - inspire others with their vision,
often promote this vision over
opposition, and demonstrate confidence in
themselves and their views
show Figure 15.7
1. Visionary
2. Charismatic and Ethical (charismatic leader - a person who
has the ability to influence
others because of his or her inspirational qualities)
3. Trustworthy
4. Thoughtful
5. Considerate
6. Confident
Transformational Leadership
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Leadership development
A. On-the-Job Learning (training)
B. Formal Assessment and Training
1. Fundamental Leadership Competencies
Ethics and Integrity
Intellectual Capacity
Maturity and Judgment
2. Essential Leadership Competencies
Customer Orientation
Developing People
Inspiring Others
Business Health and Results
3. Visionary Leadership Competencies
Global Perspective
Vision and Strategy
Nurturing Innovation
Building Alliances
Organizational Agility
C. Coaching and Mentoring
D. Special Assignments