Managerial Leadership MGTO 234 4

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Managerial Leadership MGTO 234 - 4
Dr. William A. Snow Hong Kong University of
Science Technology Department of Management of
Organizations College of Business Management
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Chapter 6

• Power and Influence

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Examples of Sources of Power

• Talking to a boss and left standing while the
  boss sits behind the desk
• Specific seating arrangements that involve
  cliques sitting next to each other
• Displaying diplomas, awards, and titles
• Appearances of title and authority

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Five sources of power by which an individual can
potentially influence others

• Expert Power
• Referent Power
• Legitimate Power
• Reward Power
• Coercive Power

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Leader Power in Leader-Follower Situation
Framework
Leader
Expert
Referent
Coercive
Reward
Legitimate
Followers
Situation
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Influence Tactics

• Power is the potential to influence others
• Influence tactics are the behaviors used to
  change the attitudes, opinions, or behaviors of a
  person.

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Chapter 14

• Motivation, Satisfaction, and Performance

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Motivation

• Motivation is anything that provides direction,
  intensity, and persistence to behavior.

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Performance

• Performance concerns those behaviors directed
  toward the organizations mission or goals, or
• the products and services resulting from those
  behaviors.

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Job satisfaction

• Job satisfaction is about your attitudes or
  feelings about the job itself, pay, promotion, or
  educational opportunities, supervision,
  co-workers, workload.

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Leadership practitioners should be aware of
several important findings regarding satisfaction

• People are generally very happy with their
  vocation or occupation.
• Persons with longer tenure or in higher positions
  tend to have higher global and facet satisfaction
  ratings than those new or lower in the
  organization.

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Leadership practitioners should be aware of
several important findings regarding satisfaction

• Persons in higher positions tend to have higher
  ratings when evaluating their compensation than
  those in lower positions.
• People who are happier with their jobs also tend
  to have higher life satisfaction ratings.

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Catalytic Management (Leadership)

• J. Sterling Livingston Pygmalion in Management
  HBR, 1989
• Leadership is about
• 1. Performance Expectations
• 2. Effective Authority
• 3. Teamwork
• 4. Performance Management
• 5. Rewards Recognition
• 6. Responsibility for Results

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Catalytic Management (Leadership)

• Traditional Approaches to Leadership include 2
  Styles
• 1. High Pressure (Autocratic)
• Concept Command control orientation
• Personal Characteristics Dominant, self reliant
• Relationships Controlling, forcing

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Catalytic Management (Leadership)

• Methods Directive
• --Make decisions
• --Direct (Tell and Show)
• --Set standards
• --Control tightly
• --Reward punish

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Catalytic Management (Leadership)

• Results
• --Short Term Good to excellent
• --Long Term Generally unimpressive
• Problems
• --Overburdened leader
• --Subordinates are passive
• --High turnover

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Catalytic Management (Leadership)

• 2. No Pressure (Democratic)
• Concept Self interest self direction and
  control
• Personal Characteristics Tolerant trusting
• Relationships Permissive non-directive

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Catalytic Management (Leadership)

• Methods Corrective (Bottom up)
• --Define objectives
• --Give guidance
• --Rely on self-direction
• --Control loosely
• --Rewards recognition

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Catalytic Management (Leadership)

• Results
• --Short term Generally unimpressive
• --Long term Poor to excellent
• Problems
• --Few self starters
• --Many mediocre performers

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Catalytic Management (Leadership)

• A leaders expectations are the key to a
  subordinates
• performance
• and
• development.
• Sterling Livingston

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Catalytic Leadership is different

• Catalytic leadership uses variable pressure
  depending on the situation
• Concept Aroused will to achieve planned
  performance
• Personal Characteristics Objective, creative
• Relationships Development, helping

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Catalytic Leadership is different

• Methods Interactive
• --Initiate, analyze and action
• --Approve plans (coach)
• --Obtain commitment
• --Control flexibility
• --Reward challenge

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Catalytic Leadership is different

• Results
• --Short term Generally excellent
• --Long term Excellent
• Problems Keeping the tasks challenging

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Catalytic Leadership is different

• Catalytic Management Video
• J. Sterling Livingston

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Management Analysis Inventory

• Total of 48 statements
• View this as another opportunity to receive some
  feedback on leadership style and effectiveness
• Will process next time

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Processing Management Analysis Inventory

• Management Analysis Worksheet
• Performance Management Review (Profile)
• Profile Definitions Performance Management
  Survey

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Managerial LeadershipSupplemental Resources

• M. Goldsmith, L. Lyons, A. Freas, Coaching for
  Leadership How the Worlds Greatest Coaches Help
  Leaders Learn. (2000)
• Donelson R. Forsytyh, Group Dynamics. (1999)
• Peter F. Drucker, Management Challenges for the
  21st Century (1999)
• F. Hesselbein, M. Goldsmith, R. Beckhard, The
  Leader of the Future. (1996)
• Kenichi Ohmae, The Evolving Global Economy
  Making Sense of the New World Order. (1995)
• James Champy, Reengineering Management The
  Mandate for New Leadership. (1995)
• J. M. Kouzes, B. Z. Posner, The Leadership
  Challenge How to Keep Getting Extraordinary
  Things Done in Organizations (1995)
• J. Collins, J. Porras, Built to Last Successful
  Habits of Visionary Companies. (1994)
• L. M. Spencer, S. M. Spencer, Competence at Work
  Models for Superior Performance. (1993)
• Edgar H. Schein, Organizational Culture and
  Leadership (1992)
• K. B. Clark, M.B. Clark, Measures of Leadership
  (1990)
• Warren Bennis, On Becoming a Leader (1989)
• Kathy Kram, Mentoring at Work Development
  Relationships in Organizational Life. (1988)
• W. Bennis, B. Nanus, Leaders The Strategies of
  Taking Charge (1985)
• T. J. Peters, R. H. Waterman, In Search of
  Excellence Lessons from Americas Best-Run
  Companies (1982)
• Richard E. Boyatzis, The Competent Manager A
  Model of Effective Performance. (1982)