Chapter 13: Leadership

1
Chapter 13 Leadership

• November 21st 23rd, 2000

2
What defines a leader?
3
Some quotes.

• Managers are people who do things right, while
  leaders are people who do the right thing.
• - Warren Bennis, Ph.D. "On Becoming a Leader"
• The most important quality in a leader is that
  of being acknowledged as such.
• - Andre Maurois
• All of the great leaders have had one
  characteristic in common it was the willingness
  to confront unequivocally the major anxiety of
  their people in their time. This, and not much
  else, is the essence of leadership. - John
  Kenneth Galbraith, U.S. economist The Age of
  Uncertainty

4
Some more quotes

• The real leader has no need to lead - he is
  content to point the way.- Henry Miller
• The quality of leadership, more than any other
  single factor, determines the success or failure
  of an organization.- Fred Fiedler Martin
  Chemers Improving Leadership Effectiveness
• Hell, there are no rules here--we're trying to
  accomplish something.
• - Thomas A. Edison

5
Leadership A Definition

• Leadership is the process whereby one individual
  influences, through the use of noncoercive
  techniques, other group members toward the
  attainment of defined group or organizational
  goals. (p. 398)
• Criteria
• Must lead people (followers)
• Focused
• Different from dictators
• A leader is an individual whose primary function
  is to create the essential purpose of an
  organization and the strategy for attaining it.
  (p.398)

6
Leaders vs. Managers

• Leaders create a vision.
• Managers implement it.

7
Leadership Traits (Kirkpatrick and Locke)

• Drive
• Honesty and integrity
• Leadership motivation (personal vs. social)
• Self-confidence
• Cognitive ability
• Knowledge of the business
• Creativity
• Flexibility

8
Leader Traits

• Permissive vs. Autocratic

9
Leader Traitss

• People-Oriented vs. Production-Oriented

10
Leader Traits

• Artists
• Emotional, visionary, entrepreneurial,
  people-oriented, intuitive, open-minded
• Craftsmen
• Realistic, stables, honest, responsible, amiable,
  wise
• Technocrats
• Methodical, intense, hard-headed, fastidious,
  difficult

11
Leaders and FollowersLeader-Member Exchange
(LMX)

• In-group versus out-group
• In-group generally performs better than out-group

12
Leaders and FollowersAttribution Approach

• Leaders attempt to understand why followers met,
  exceeded, or failed to meet their expectations
  based on different criteria
• Consensus
• Consistency
• Distinctiveness
• Internal vs. external causation
• Attributions made through this process will
  determine course of action

13
Leaders and FollowersCharismatic Leaders

• Charisma divinely inspired gifts ability to
  generate profound changes in the beliefs,
  perceptions, values and action of followers.
• Characteristics
• Self-confidence
• Visionaries
• Extraordinary behaviour
• Recognized as a change agent
• Environmental sensitivity
• Ethical vs. unethical charismatics
• Who would you describe as being a charismatic
  leader?

14
Leaders and FollowersTransformational Leaders

• Develop a clear and appealing vision
• Articulate a strategy for bringing vision to life
• State vision clearly and communicate to others
• Show confidence and optimism about vision
• Express confidence in followers ability to
  fulfill strategy
• Build confidence
• Celebrate successes and accomplishments
• Take action to symbolize values
• Set an example

15
Leaders and FollowersEffective Team Leaders

• Build trust and inspire teamwork
• Expand team capabilities
• Create a team identity
• Capitalize on team differences
• Foresee and influence change

16
Contingency Theories It DependsLPC Theory

• Esteem for least preferred coworker
• Leader effectiveness determined by situational
  control
• Low LPC effective in low and high levels of
  control
• High LPC effective in moderate levels of control
• Leader match

17
Contingency Theories It DependsSituational
Leadership
18
Contingency Theories It DependsPath-Goal
Theory

• Leaders as guides to valued goals
• Instrumental
• Supportive
• Participative
• Achievement-oriented
• Style used affected by
• Characteristics of subordinates
• Aspects of the work environment

19
Contingency Theories It DependsNormative
Decision Theory

• Theory of leader effectiveness focusing primarily
  on strategies for choosing the most effective
  approach to making decisions
• Decision making strategies
• AI (Autocratic)
• AII (Autocratic)
• CI (Consultative)
• CII (Consultative)
• GII (Group)
• Rules to protect decision quality
• Leader information rule, goal congruence rule,
  unstructured problem rule
• Rules designed to protect decision acceptance
• Acceptance rule, conflict rule, fairness rule,
  acceptance priority rule

20
Principles of LeadershipSource
http//www.nwlink.com/donclark/leader/leadcon.htm
l

• Know yourself and seek self-improvement. In order
  to know yourself, you have to understand your be,
  know, and do, attributes. Seeking
  self-improvement means continually strengthening
  your attributes. This can be accomplished through
  reading, self-study, classes, etc.
• Be technically proficient. As a leader, you must
  know your job and have a solid familiarity with
  your employees' jobs.
• Seek responsibility and take responsibility for
  your actions. Search for ways to guide your
  organization to new heights. And when things go
  wrong, they will sooner or later, do not blame
  others. Analyze the situation, take corrective
  action, and move on to the next challenge.
• Make sound and timely decisions. Use good problem
  solving, decision making, and planning tools.
• Set the example. Be a good role model for you
  employees. They must not only hear what they are
  expected to do, but also see.

21
Principles of Leadership (continued)Source
http//www.nwlink.com/donclark/leader/leadcon.htm
l

• Know your people and look out for their
  well-being. Know human nature and the importance
  of sincerely caring for your workers.
• Keep your people informed. Know how to
  communicate with your people, seniors, and other
  key people within the organization.
• Develop a sense of responsibility in your people.
  Develop good character traits within your people
  that will help them carry out their professional
  responsibilities.
• Ensure that tasks are understood, supervised, and
  accomplished. Communication is the key to this
  responsibility.
• Train your people as a team. Although many so
  called leaders call their organization,
  department, section, etc. a team they are not
  really teams...they are just a group of people
  doing their jobs.
• Use the full capabilities of your organization.
  By developing a team spirit, you will be able to
  employ your organization, department, section,
  etc. to its fullest capabilities.