What is effective leadership?

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What is effective leadership?

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LEADERSHIP

• THE ABILITY
• TO INFLUENCE
• PEOPLE

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BASES OF INFLUENCEFrench Raven

• LEGITIMATE
• COERCIVE
• REWARD
• EXPERT
• REFERENT

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BASES OF INFLUENCEWeber

• LEGITIMATE
• TRADITIONAL
• CHARISMATIC

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BASES OF INFLUENCEAnother view

• CONTROL RESOURCES
• AWARE OF IT
• WANT TO HAVE POWER
• KNOW HOW TO USE IT

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LEADERSHIP

• MANAGER
• DELEGATION OF AUTHORITY
• MOTIVATION
• CONTROL
• CULTURE
• VISION

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LEADERSHIP TRAITS

• NO CONSISTENT SET
• OF TRAITS
• Also see Attribution Theory

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THEORY X

• 1. PEOPLE INHERENTLY DISLIKE WORK,
• WILL AVOID IT
• 2. NOT TAKE RESPONSIBILITY, WANT
• FORMAL DIRECTION
• 3. WANT SECURITY, LITTLE AMBITION
• 4. MUST BE COERCED, CONTROLLED,
• THREATENED

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THEORY Y

• 1. WORK NATURAL AS PLAY, REST
• 2. SELF DIRECTION, SELF CONTROL
• 3. ACCEPT, SEEK RESPONSIBILITY
• 4. ABILITY TO MAKE GOOD DECISIONS
• NORMAL

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LEADER BEHAVIORLewin, Lippit, Whyte

• Satisfaction Productivity

Demo.
-

Author.
Laissez Faire
?
?
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LEADER BEHAVIOROhio State

• INIATING STRUCTURE
• STRESS GOALS
• DEFINES, STRUCTURES ROLES
• CONSIDERATION
• CONCERN FOR SUBORDINATES NEEDS, FEELSINGS

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BEHAVIOR MODELS OF LEADERSHIP
Ohio State IS Con- sideration
Managerial Grid Concern for Production Concern
for People
Hershey Blanchard Task Behavior Relationship B
ehavior
Michigan Production Oriented Employee Oriente
d
Fiedler Task Oriented Relationship Oriented
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LIFE CYCLEHersey Blanchard
HIGH
SELLING
PARTICIPATING
RELATIONSHIP BEHAVIOR
LOW
TELLING
DELEGATING
TASK BEHAVIOR
LOW
HIGH
HIGH
MODERATE LOW
SUBORDINATE MATURITY
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PATH - GOALHouse

• 4 BEHAVIORS
• DIRECTIVE
• SUPPORTIVE
• ACHIEVEMENT ORIENTED
• PARTICIPATIVE

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DIRECTIVE

• INFORMS SUBORDINATES WHAT IS EXPECTED
• SCHEDULES WORK
• GIVES SPECIFIC GUIDANCE

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SUPPORTIVE

• IS FRIENDLY
• SHOWS CONCERN FOR NEEDS OF SUBORDINATES

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ACHIEVEMENT ORIENTED

• SETS CHALLENGING GOALS
• EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST
  LEVEL

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PARTICIPATIVE

• CONSULTS WITH SUBORDINATES
• USES THEIR SUGGESTIONS

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FINDINGS

• Directive leadership greater satisfaction when
  tasks are ambiguous or stressful than when they
  are highly structured.

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FINDINGS

• Supportive leadership higher performance and
  satisfaction with structured tasks.

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FINDINGS

• Directive leadership perceived as redundant by
  subordinates with high perceived ability or with
  considerable experience.

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FINDINGS

• Clear formal authority use more supportive
  behavior and less directive.

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FINDINGS

• Directive leadership higher satisfaction when
  substantive conflict within the group.

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FINDINGS

• Achievement leadership increases subordinates
  expectancies that effort will lead to high
  performance when tasks are ambiguous.

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FINDINGS

• Participative leadership people with internal
  locus of control more satisfied with it.

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FINDINGS

• Directive leadership people with external locus
  of control more satisfied with it.

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LEADER PARTICIPATION Vroom Jago

• See participative decision making

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CHARISMATIC LEADERSHIP

• ALSO SEE TRANSFORMATIONAL LEADERSHIP

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TRANSFORMATIONAL LEADERSHIP

• INFLUENCES PEOPLE
• TO PERFORM
• ABOVE NORMAL EXPECTATIONS

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TRANSFORMATIONAL LEADERSHIP

• CHARISMATIC
• INSPIRATIONAL
• INTELLECTUAL STIMULATION
• INDIVIDUALIZED CONSIDERATION

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PRINCIPLE CENTERED

• BEHAVIOR BASE IS PRINCIPLES
• HONESTY
• FAIRNESS
• INTEGRITY

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ATTRIBUTION THEORY

• ATTRIBUTE LEADERSHIP SKILLS TO
• SUCCESSFUL PEOPLE
• PEOPLE IN TRADITIONAL ROLES
• PEOPLE WE LIKE
• HIGH STATUS PEOPLE
• PHYSICAL CHARACTERISTICS/THINGS
• Head of the table
• Height

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PRACTICAL APPROACH?

• FACTORS IN
• THE MANAGER
• THE SUBORDINATES
• THE SITUATION
• ANALYZE AND BE FLEXIBLE

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THE MANAGER

• VALUE SYSTEM
• BELIEF ABOUT INVOLVING SUBORDINATES
• CONFIDENCE IN SUBS.
• LEADERSHIP INCLINATIONS
• DIRECTIVE, SUPPORTIVE
• SKILL IN DELEGATING
• OTHER FACTORS
• TOLERANCE FOR AMBIGUITY
• CONTROL

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THE SUBORDINATES

• INDEPENDENCE
• TAKE RESPONSIBILITY
• TOLERANCE FOR AMBIGUITY
• INTEREST
• UNDERSTAND, AGREE WITH GOALS
• KNOWLEDGE, EXPERIENCE
• EXPECTATIONS

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THE SITUATION

• TYPE OF ORGANIZATION
• VALUES, CULTURE
• GEOGRAPHICAL DISPERSION
• INFORMATION AVAILABLE?
• TIME PRESSURE

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DIFFICULT TO BE FLEXIBLE?

• PERSONALITY STRUCTURED AT VERY EARLY AGE
• COMPLEX HISTORY OF PAST BEHAVIOR
• LITTLE FEEDBACK ABOUT CAUSE EFFECT
• TOP MANAGEMENT INFLUENCE

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SUBSTITUTES FOR LEADERSHIP

• PERSONAL FACTORS
• LOCUS OF CONTROL
• INDEPENDENCE
• EXPERIENCE

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SUBSTITUTES FOR LEADERSHIP

• JOB, ORG. FACTORS
• ROUTINE
• STRUCTURED
• GOALS, RULES, ETC.

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SUBSTITUTES FOR LEADERSHIP

• GROUP FACTORS
• NORMS
• COHESION
• INFORMAL LEADER