10. Dynamics of leadership

Dynamics of leadership

1. Dynamics of Leadership

2. Learning Goals Explain what leadership means Describe the personal characteristics that enable leaders to be effective Describe the types of behaviors required for leadership Identify the contingencies that may shape how leaders behave State the key characteristics and behaviors of transformational leadership Describe how organizations develop leaders

3. Meaning of Leadership Leadership: is an influence relationship among leaders and followers who strive for real change and outcomes that reflect their shared purposes . 3 aspects of Leading effectively: 1. influence , 2. shared purposes and 3. change 1. Means of Leadership Influence Coercion: compliance thru fear Authority of Formal position Reward to subordinates Expertise Charisma

4. Coercion Reward Formal Position Charisma Expertise Resistance: Followers may appear to respond but not actually do so; or they may get angry and even sabotage the leader’s plan Type of Influence Tactic Used by Leaders Most Likely Response of Followers Meaning of Leadership: How Followers Respond to the Influence Tactics of Leaders Compliance: Followers do what they are told, but without any enthusiasm or commitment Commitment: Followers are enthusiastic to achieve the leaders’ goals and they accept the goals as their own

5. Meaning of Leadership 2. Shared Purposes : Effective leaders strive to create a vision that reflects the concerns & aspirations of followers Until leaders & followers agree to move in same direction , little will be accomplished 3. Change : need for change is constant but employees resist. Ability to remain flexible & be open to change is essential for leaders: Keeping Employees Change Ready

6. Exhibit 16–1 Seven Traits Associated with Leadership

7. Leadership Behaviors Behavioral models of leadership: focus on describing differences in the actions of effective and ineffective leaders Assumes most people can learn to be Effective Leaders since effective behaviors can be learnt with proper training, encouragement & support

8. Leadership Behaviors Theory X & Theory Y Managerial Grid Contingency Models/Theories of Leadership Situational Leadership Model Vroom Jago Leadership Model Path-Goal Leadership Model Transformational Leadership

9. Leadership Behaviors: Theory X and Theory Y ( Douglas Mcgregor (1957) Behavior of leaders influenced by their assumptions & beliefs about followers & what motivates them – their assumptions determine their effectiveness. Managers understand they are responsible for resources in their units (money, materials, equipment, & people) Theory X : an underlying beliefs that take a command-and-control view of management based on a negative view of human nature Core Assumptions of Theory X Managers My employees dislike work and will try to avoid it if possible My employees want and need me to provide direction & control I am responsible for getting my employees to do as much work as possible Employees are basically lazy and self-centered (continued)

10. Leadership Behaviors: Theory X and Theory Y Theory Y: beliefs that take a leadership and empowering view of management based on a positive view of human nature Managers rely on self control & self-direction of their subordinates Core Assumptions of Theory Y Managers (cont'd) Most employees like to work and achieve something I can count on my employees to be self-directed and work toward the company’s goals My employees are eager to take on responsibilities at work Employees are not by nature passive or resistant to organizational needs

11. Leadership Behaviors: Theory X and Theory Y ( Contd ) Assumptions of Theory Y and its concern for people widely accepted among managers today Nevertheless some managers still believe the assumptions of Theory X and its emphasis on management’s top-down approach to accomplishing goals Managers behave as per assumptions of Theory X or Theory Y: a Manager could not hold both points of view A decade later Robert Blake and Jane Mouton gave five leadership styles – Managerial Grid

12. Leadership Behaviors: Managerial Grid (Robert Blake & Jane Mouton 1967 Identifies five leadership styles that combine different degrees of concern for production and concern for people Impoverished style: goal is to stay out of trouble and make sure they can’t be held accountable for mistakes. Exert the minimum effort. Country club style: goal is to create a secure comfortable atmosphere and trust subordinates will respond with high performance. High concern for people & low concern for production (continued)

13. Leadership Behaviors: Managerial Grid Produce or perish style: goal is to pressure subordinates, often through legitimate & coercive influence tactics, to meet production goals (like Theory X) (continued) Middle-of-the road style: goal is to find an acceptable balance between workers’ needs and productivity goals. Adequate performance by maintaining morale at sufficient level Team style: goal is to establish teamwork and foster feelings of commitment, trust, and respect to develop a “common state” in the organization’s purpose

14. 14 The Managerial Grid Model (adapted from Figure 15.4) Low High Low High Concern for people Concern for production Country club style Impoverished style Produce or perish style Team style Middle- of-the- road style

15. Contingency models of leadership : situational factors determine the best style of leadership to use: Core Assumptions of Models Leaders can change the way they behave from one situation to the next Effective leaders choose their behaviors to match the situation Contingencies for Leadership Behaviors

16. Contingencies for Leadership Behaviors: Situational Leadership® Model Situational Leadership® Model : states that the style of leadership used should be matched to the level of readiness of the followers Four leadership styles involving various combinations of: 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

17. Situational Leadership® Model: Situational Contingency Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them. Readiness is not a fixed characteristic – depends on the task (High degree for some & low degree for some tasks) Leaders should consider situation before deciding which leadership style to use. Appropriate leadership style depends on the level of follower readiness Readiness level of followers influenced by: training received commitment to the organization technical expertise experience with the specific task Job Rotation & Job Enrichment and so on

18. Situational Leadership® Model: Choosing a Leadership Style 1. Telling style : leader provides clear instructions, give specific directions, and supervises the work closely Use when followers are low in readiness (R1) 2. Selling style : leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower. Use when followers are somewhat moderate in readiness (R2) (continued)

19. Situational Leadership® Model: Changing a Leadership Style (cont’d) 3. Participating style : leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates Use when followers are moderate in readiness (R3) 4. Delegating style : leader turns over responsibility for making and implementing decisions to followers Use when followers are high in readiness (R4)

20. The Situational Leadership ® Model (Part I) FOLLOWER READINESS High R4 Able and willing or confident Moderate R3 Able but unwilling or insecure R2 Unable but willing or confident Low R1 Unable and unwilling or insecure Follower Directed Leader Directed Source: P. Hersey, et al. Management of Organizational Behavior: Leading Human Resources , 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p. 182. Copyright © 2001, Center for Leadership Studies, Escondido, CA. Used with permission.

21. The Situational Leadership ® Model (Part II) PARTICIPATING SELLING DELEGATING TELLING LEADERSHIP BEHAVIOR S3 S2 Share ideas and facilitate in decision making Explain decisions and provide opportunity for clarification Low Rel Low Task High Task Low Rel S4 Turn over responsibility for decisions and imple- mentation S1 Provide specific instructions and closely supervise performance (low) (high) Task Behavior (Directive Behavior) High Rel Low Task High Task High Rel Relationship Behavior (Supportive Behavior) (low) (high) ®

22. The Situational Leadership ® Model (adapted from Figure 15.5) Low Rel. Low Task High Task High Rel. High Rel. Low Task High Task Low Rel. Delegating Participating Selling Telling High Moderate Low R1 R2 R3 R4 Able and willing or confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure 4. Provide specific instruction and closely supervise performance 1. Share ideas and facilitate in decision making 3. Turn over responsibility for decisions and implementation 2. Explain your decisions and provide opportunity for clarification FOLLOWER READINESS FOLLOWER DIRECTED LEADER DIRECTED High readiness on LEFT & Low readiness on RIGHT

23. The Situational Leadership ® Model Telling Style: for a follower who is at the stage of low readiness for a task – it will be effective Selling Style: As task specific readiness increases, some guidance needed to be given by leader since employee is not yet ready to assume total responsibility for performing task & leader need to be more supportive for building employee confidence & enthusiasm Participating Style: When employee feels confident of task, leader need not be directive. Leader to keep open communication for active listening & assisting the follower in making efforts Delegating Style: when employee is in high degree of readiness for the task, effective leadership means more delegation

24. The Situational Leadership ® Model Limitations of Situational Leadership Model; One assumes that managers can accurately assess each situation and change their leadership style accordingly. How far possible? Some can read situations & some find it difficult. What are the costs of training them to be able to do so? Will costs exceed the potential benefits? Before applying the model reply the above questions.

25. Contingencies for Leadership Behaviors: Vroom- Jago Leadership Model Leaders should choose among five leadership styles based on seven contingency variables , while also recognizing the time requirements and other costs associated with each style Some styles save time & money in short run but less effective in developing followers & others may be beneficial in long run and effective in developing followers as well. Focus of this model is how leaders involve a team of followers while making decisions. Five styles are: 1. Decide style: leader makes the decision and either announces or sells it to the team (continued) 2. Consult individually style: leader presents the problem to team members individually, getting their ideas and suggestions without bringing them together as a group, and then makes the decision

26. Contingencies for Leadership Behaviors: Vroom-Jago Leadership Model 3. Consult team style: leader presents the problem to team members in a meeting, gets their suggestions, and then makes the decision (cont'd) 4. Facilitate style: 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: leader permits the team to make the decision within prescribed limits

27. Vroom- Jago Leadership Model: Situational Contingencies 1. Decision significance: How important is the technical quality of this decision? (continued) 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: Does the leader have the relevant information and competencies to understand the problem fully and select the best solution? 4. Likelihood of commitment: If the leader makes the decision, will followers trust the leader’s judgment? Would they be committed to implementing a decision made by the leader?

28. Vroom-Jago Leadership Model: Situational Contingencies 5. Team support: Do the followers share the goals to be achieved by solving this problem? Are the followers’ interests aligned with those of the organization as a whole? (cont'd) 6. Team expertise: Does the leader believe that the followers have the abilities and information to make a high-quality decision? 7. Team competence: Are the followers capable of handling their own decision-making process?

29. Note: Dashed line ( ) Means not a factor. H Decide Delegate Consult Group H H H L H L L L Facilitate H H L L Consult Individually Facilitate Consult Group Decide Facilitate Consult Individually Delegate Facilitate L L L Decide Decide H H H L H H H L L L L H H H H L L L L Decision Significance Importance of Commitment Leader Expertise Likelihood of Commitment Team Support Team Expertise Team Competence Problem Statement Vroom-Jago Time-Driven Leadership Model L H L H H L H Source: Vroom, V.H. Leadership and decision-making. Organizational Dynamics , Spring 2000, 82-94.

30. Contingency Theories of Leadership Path-Goal Model States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. Leaders assume different leadership styles at different times depending on the situation: Directive leader Supportive leader Participative leader Achievement oriented leader

31. Exhibit 16–5 Path-Goal Theory

32. Transformational Leadership Transformational leaders inspire others with their vision, often promote this vision over opposition, and demonstrate confidence in themselves and their views Visionary: binds people to each other and creates a new future Charismatic leader: a person who has the ability to influence others because of his or her inspirational qualities; not all are transformational & ethical e.g. Adolf Hitler (continued)

33. Confident: project optimism, confidence in self and others, and no arrogance Considerate: care about others, listens and empathetic Thoughtful: encourage positive thinking, innovation, and creativity Transformational Leadership Transformational leaders (cont’d) Ethical: viewed as trustworthy

34. Visionary Trustworthy Charismatic and Ethical Confident Thoughtful Considerate Transformational Leaders Transformational Leadership: Common Interrelated Characteristics and Behaviors

35. Leadership Development On-the-job learning Formal assessment and training Special assignments Coaching and mentoring Increasing leadership capacity through

36. Cross-Cultural Leadership Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness

37. Integrity: Trustworthy, Just, Honest Visionary: Foresight, Planning Inspirational: Positive, Dynamic, Encouraging, Builds Confidence Team Builder: Communicative, Informed, Coordinator, Integrator Autonomous: greater in China than in the U.S. and France Status Conscious: greater in Brazil and Egypt compared to the U.S. Risk-Taker: greater in the U.S. compared to China and France Self-protective: Loner, Asocial Malevolent: Noncooperative, Irritable Autocratic: Dictatorial Positive Characteristics in All Cultures Characteristics that Differ across Cultures Negative Characteristics in All Cultures Leadership Development: Views of Leadership Across Cultures

38. Thanks…………