Chapter 7 Leading Technical People

1
Chapter 7 Leading Technical People
2
Advanced Organizer
3
Chapter Objectives

• Explain the difference between leaders and
  managers
• Describe the nature of leadership and its
  significance to an organization
• Address the application of servant leadership in
  current organizations
• Recognize the different views of motivation

4
Leadership Management
--Michael Maccoby
5
Leadership Management
--Warren Bennis
6
Nature of Leadership

• Leadership is the process of getting the
  cooperation of others in accomplishing a desired
  goal.
• mixture of persuasion, compulsion, and example
  that makes men do what you want them to do.
• --Sir William Slim, commander of the British
  Army
•  You know what makes leadership? It is the
  ability to get men to do what they don't want to
  do and like it.
• --Harry Truman

7
Types of Leaders

• Formal leaders are appointed branch manager or
  committee chair or team captain and have the
  advantage of formal authority (including the
  power to reward and punish), but this only gives
  them the opportunity to prove themselves
  effective at leadership.
• Emergent, or informal leaders evolve based on
  their expertise or referent power as it is
  expressed in the process of group activity.

8
Identifying Potential Leaders

• Leadership Traits
• Myers-Briggs Type Indicator (MBTI)

9
Leadership Traits

• Physical qualities of health, vitality, and
  endurance
• Personal attributes of personal magnetism,
  cooperativeness, enthusiasm, ability to inspire,
  persuasiveness, forcefulness, and tact
• Character attributes of integrity, humanism,
  self-discipline, stability, and industry and
• Intellectual qualities of mental capacity,
  ability to teach others, and a scientific
  approach to problems.

10
Myers-Briggs Type Indicator (MBTI)

• 1. The most favored Energy Source
• The way people prefer to interact with the world,
  and the way they prefer to receive stimulation
  and energy.
• (E) Extraversion ltgt (I) Introversion
• 2. The most favored Perceiving Mental Process
• The way people prefer to get data.
• (S) Sensing ltgt (N) Intuition
• 3. The favored Judging Mental Process
• The way people prefer to make decisions
• (T) Thinking ltgt (F) Feeling
• 4. The mental process leads to Outside World
  Orientation
• The way people prefer to orient their lives
• (J) Judging ltgt (P) Perceiving

11
Classification of Leadership Style

• I. People/Task Matrix Approaches
• The Leadership Grid
• Ohio State studies
• Hersey and Blanchard life-cycle theory
• II. Situational Approaches
• Leadership continuum
• Other viewpoints

12
People/Task Matrix approaches The Leadership Grid
(9,9) Team Management, in which individual
objectives are achieved in the process of
achieving organizational goals,

• (1,9) Country Club Management

Concern for People
(5,5) Middle of the Road Management
(9,1) Authority Compliance Management
(1,1) Impoverished Management
Concern for Production
13
Ohio State studies

• Findings
• High IS High C may not be the most effective
• High IS helps only if task is unstructured.
• High C helps only if there is no adequate alt.
  source of satisfaction

14
Hersey and Blanchard life-cycle theory (or
"maturity" theory)

• "the most effective leadership progresses with
  time through the four quadrants
• High Initiating Structure, Low Consideration
• High Initiating Structure, High Consideration
• Low Initiating Structure, High Consideration
• Low Initiating Structure, Low Consideration

15
Situational ApproachesContingency theory

• The manager must develop a reward system, a
  leadership style, or an organizational structure
  to be appropriate for the unique combination of
  such factors as
• the nature of the subordinates,
• the technology of the business and the tasks that
  result,
• the rate of change in the organization,
• the degree of integration of functions required,
• the amount of time the manager has to accomplish
  the assignment,
• the quality of the manager's relationship with
  subordinates.

16
Leadership Continuum

• "a continuum of leadership style extending from
  complete retention of power by the manager to
  complete freedom for subordinates"
• Autocratic ("Telling"). Manager makes decisions
  with little or no involvement of non-managers.
• Diplomatic ("Selling). Manager makes decisions
  without consultation but tries to persuade
  non-managers to accept them.
• Consultative ("Consulting"). Manager obtains
  non-managers' ideas and uses them in decision
  making.
• Participative ("Joining"). Manager involves
  non-managers heavily in the decision (and may
  even delegate it to them completely).

17
Leadership continuum (cont.)

• 3 deciding forces
• Forces in the manager
• Forces in the subordinate (or non-manager).
• Forces in the situation.

18
Servant Leadership

• Practical philosophy which supports people who
  choose to serve first,
• Then lead as a way of expanding service to
  individuals and institutions.

19
Other viewpoints14 types of executives by their
behavior

• "merely successful" (Table 7-3)
• Bureaucrat
• Zealot
• Machiavellian
• Missionary
• Climber
• Exploiter
• Temporizer
• Glad-Hander

20
Other viewpoints14 types of executives by their
behavior

• "effective leaders" (Table 7-4)
• Entrepreneur
• Corporateur
• Developer
• Craftsman
• Integrator
• Gamesman

21
True Leader

• "A leader is best when people barely know he
  exists. Not so good when people obey and acclaim
  him. 
• Worse when they despise him. 
• But of a good leader who talks little, when his
  work is done and his aim fulfilled, they will
  say, "We did it ourselves."
• -- Lao Tsu, 600 B.C.

22
Motive Motivation

• Definition of Motive
• An inner state that energizes, activates, or
  moves, and that directs or channels behavior
  toward goals.
• Berelson Steiner
• Definition of Motivation
• The willingness to exert high levels of effort
  to reach organizational goals, conditioned by the
  efforts ability to satisfy some individual
  need. Robbins
• 3 measures of resulting behavior direction,
  strength, and persistence Campbell

23
Nature of the Individuals

• McGregor's Theory X and Theory Y (2 assumptions
  about basic nature)

24
Nature of the Individuals

• "Theory X"
• Management is responsible for organizing the
  elements of productive enterprise--money,
  materials, equipment, people--in the interest of
  economic ends.
• With respect to people, this is a process of
  directing their efforts, motivating them,
  controlling their actions, modifying their
  behavior to fit the needs of the organization.
• Without this active intervention by management,
  people would be passive--even resistant to
  organization needs. They must therefore be
  persuaded, rewarded, punished, controlled--their
  activities must be directed. This is
  management's task....

25
Nature of the Individuals

• Additional beliefs of "Theory X"
• The average person is by nature indolenthe/she
  works as little as possible.
• He/She lacks ambition, dislikes responsibility,
  prefers to be led.
• He/She is inherently self-centered, indifferent
  to organizational needs.
• He/She is by nature resistant to change.
• He/She is gullible, not very bright, the ready
  dupe of the charlatan and the demagogue.

26
"Theory Y"

• Management is responsible for organizing the
  elements of productive enterprise--money,
  materials, equipment, people--in the interest of
  economic ends.
• People are not by nature passive or resistant to
  organizational needs. They have become so as a
  result of experience in organizations.

27
"Theory Y"

• The motivation, the potential for development,
  the capacity for assuming responsibility, the
  readiness to direct behavior toward organization
  goals are all present in people. Management does
  not have to put them there. It is the
  responsibility of management to make it possible
  for people to recognize and develop these human
  characteristics for themselves.
• The essential task of management is to arrange
  organizational conditions and methods of
  operation so that people can achieve their own
  goals best by directing their own efforts toward
  organizational objectives.

28
Theory X v.s. Theory Y

• Theory X places exclusive reliance upon external
  control of human behavior, while Theory Y relies
  heavily on self-control and self-direction. It
  is worth noting that this difference between
  treating people as children and treating them as
  adults.
• --McGregor

29
Motivation Theories

• Content Theories
• Based on human needs and peoples effort to
  satisfy them
• Maslow's hierarchy of needs
• Herzberg's 2-factor theory
• McClellands Trio of Needs
• Process Theories
• Assumes that behavioral choices are based on
  expected outcomes
• Equity Theory (Adams)
• Expectancy Theory (Vroom)
• Porter-Lawler Extension
• Behavior Modification (Skinner)

30
Maslow's hierarchy of needs. (The appearance of
one need usually rests upon the prior
satisfaction of another.)

• Physiological needs air, water, food, shelter,
  sex
• Safety needs safe work, with security that the
  physiological needs will continue to be met
  (through job tenure and medical, unemployment,
  and disability insurance and retirement
  provisions)
• Love needs affectionate relations with friends,
  family, and people in general, and group
  acceptance
• Esteem needs self-respect or self-esteem, and
  the esteem of others (expressed in reputation,
  prestige, and recognition)
• Self-actualization (or self-fulfillment) needs
  the desire to become everything one is capable of
  becoming (to become actualized in what one is
  potentially)

31
Herzberg's 2-factor Theory

• The growth or motivator factors that are
  intrinsic to the job are in order of decreasing
  importance achievement, recognition for
  achievement, the work itself, responsibility, and
  growth or advancement.
• The dissatisfaction-avoidance or hygiene factors
  that are extrinsic to the job include also in
  order of decreasing importance company policy
  and administration, supervision, interpersonal
  relationships, working conditions, salary,
  status, and security.

32
Applications of Herzberg's 2-factor Theory

• Job Enrichment To increase the content of
  motivators in a job.
• Reducing the number and frequency of controls
• Making the worker responsible for checking
  his/her own work
• Establishing a direct relationship between worker
  and the customer (internal or external)
• Increasing authority and autonomy

33
McClellands Trio of Needs (Different people
have different needs)

• Need for achievement the drive or desire to
  excel, to accomplish something better than has
  been done in the past. (entrepreneurs)
• Need for power the desire to control ones
  environment, including resources and people.
  (managers)
• Need for affiliation the need for human
  companionship and acceptance. (coordinators,
  integrators, counselors, and sales)

34
Process Theories

• Process theories treat human needs as just one
  part of the mechanism that people use in choosing
  their behavior. These theories place greater
  emphasis on the expectation of favorable
  consequences or rewards.

35
A. Equity Theory

• People want to be treated fairly relative to the
  treatment of others.
• Input/outcome ratio
• Inputs persons contribution to the organization
  (education, experience, ability, effort, and
  loyalty)
• Outcomes pay, promotion, recognition, and social
  relationships

36
B. Expectancy Theory
Environment
Performance
Effort
Outcome
Ability
Valence of Outcomes
Effort to Performance Expectancy
Performance to Outcome Expectancy
37
B. Expectancy Theory

• Effort-to-performance expectancy
• Performance-to-outcome expectancy
• Valence Strength of a persons desire for these
  outcomes

38
C. Porter-Lawler Extension

• Personal effort, abilities and traits, and role
  perceptions (the employee's belief that certain
  tasks need to be done to do his or her job
  effectively) determine performance.
• Performance, in turn, leads to intrinsic and
  extrinsic rewards, as in the expectancy model.
• The perceived equity (fairness) of these rewards
  determines the satisfaction the employee gains
  from the work.
• This satisfaction colors the value placed on the
  rewards anticipated for future cycles of work,
  and therefore it influences future effort.

39
D. Behavior Modification (Reinforcement Theory)

• Behavior is followed by an event (reinforcement)
  that affects the probability that the behavior is
  repeated.
• Positive reinforcement increases the probability
  that desired behavior will be repeated by
  providing a reward (praise, recognition, raise,
  promotion, or other).
• Negative reinforcement, or avoidance, seeks to
  increase the probability that desired behavior
  will be repeated by letting the employee escape
  from undesired consequences.
• Punishment seeks to decrease the probability that
  undesired behavior will be repeated by imposing
  penalties (undesired consequences) such as
  reprimands, discipline, or fines.
• Extinction seeks to decrease the probability that
  undesired behavior will be repeated by ignoring
  it and withholding positive reinforcement.

40
Motivating And Leading Technical Professionals

• General Nature of the Technical Professional
• Having a high need for achievement and deriving
  their motivation primarily from the work itself.
• Desiring autonomy (independence) over the
  conditions, pace, and content of their work.
• Tending to identify first with their profession
  and secondarily with their company.
• Seeking to maintain their expertise, gained
  through long and arduous study, and stave off
  obsolescence through continuing education.

41
Motivation Factors for Engineers

1. Type of work, interesting, diversified (45.0)
2. Salary (33.9)
3. Location, good place to live, family (31.2)
4. Opportunity for advancement (29.8)
5. Challenge, more responsibility, chance to use
   creative ability (16.9)
6. Reputation, prestige of company (13.7)
7. Working conditions, personnel policies (11.7)
8. Growing organization, growing field (6.9)
9. Security, retirement plan, benefits (6.8)
10. Opportunity to learn, broaden experience,
    training programs (6.6)

42
Leading Technical Professionals

• Dimensions of technical leadership
• Coach for peak performance
• Run organizational interference
• Orchestrate professional development
• Expand individual productivity through teamwork
• Facilitate self-management

43
Leading Technical Professionals

• Leading as orchestration -- McCall
• Technical competence.
• Controlled freedom.
• Leader as metronome.
• Work challenge.