BA 210: Leadership

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BA 210 Leadership
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Admin
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Individuals and Groups
Foundations of Behavior
Motivation
Leadership
Teams
Communication
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Leadership can make an enormous difference ...

• Jan Carlzon at Scandinavian Airlines vs. Frank
  Borman at Eastern Airlines
• Welch at GE vs. Westinghouse

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And is highly sought afer

• Survey of 600 US companies human relations and
  leadership ranked highest area of need for
  management development
• Leadership is one of the qualities most desired
  by recruiters of MBAs.

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Todays Objective and Roadmap

• Objective To change how you think about
  leadership, by exposing you to a fairly thorough
  set of ideas about it.
• What is leadership?
• Leadership vs. Management
• Leadership theories
• Trait Models
• Behavioral Models
• Contingency Models
• Next Class
• Transformational leadership
• Can Leadership be learned?
• Gender and Leadership

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How do you define leadership?

• Robbins Coulter process of influencing a
  group toward the achievement of goals
• Kouzes Pozner, The Leadership Challenge .

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How does leadership fit into our model of
management?
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Managers vs. Leaders

• Some researchers argue that management and
  leadership are fundamentally different
• Management is about coping with complexity -
  planning, organizing, and controlling.
• Leadership is about coping with (major) change.
  Thus leaders set direction, align constituents,
  and motivate and inspire.

Keeping things humming vs. generating change and
excitement
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How executives in 12 successful U.S. Firms rate
the people in their managerial hierarchies
Source Kotter, A Force for Change, 1990.
Respondents were given three choices too few,
too many, about right. Category with largest
number of responses shown on chart.
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Manager or Leader?

• As Acting General Manager, Henderson was first
  in line to head the plant, but the Management
  Committee had reservations about him. He had
  applied cost accounting to examining each section
  of the plant and correcting what was needed to
  improve operational efficiency. He was good at
  getting agreements with each unit supervisor on
  specific production targets and working to see
  that they were met. People knew what they were
  to do and whether they had achieved the
  agreed-upon goals. He made the situation
  comfortable and smooth-running. He was liked by
  those around him, but he was colorless and did
  not inspire anyone to exert themselves to come up
  with new ideas or to feel or see that they and
  the plant could become the best in the business
  under his leadership. Doubts were expressed
  about how he would handle a crisis.
• Henderson was satisfactory but the committee
  was looking for something additional in the
  leader they were seeking for the plant.

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Theories of Leadership

• Leadership research has looked at what makes for
  effective leadership using several lenses
• Trait theories - what you are matters
• Behavioral theories - what you do matters
• Contingency theories - does the suit fit

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Leader Traits are a small - part, of the story

• Leader traits - Basic personal characteristics
  that might differentiate leaders from nonleaders
• Examples intelligence, drive, height
• Trait theories fell out of favor
• Results were weak and the theory ignored the
  interactions of leaders, groups, and situational
  factors
• Current research Bringing traits back in
• Effective leadership is associated with Drive,
  desire, honesty/integrity, self-confidence,
  intelligence, job-relevant knowledge

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Behavioral theories of leadership

• Fundamental assumption Effective leaders
  consistently behave in different ways than
  ineffective leaders. \
• Results have been mixed dimensions are enduring
• Iowa Studies Participation as key dimension
• Democratic style (participative) Involve
  subordinates, delegate authority, encourage
  participation.
• Autocratic style Dictate work methods,
  centralize decision-making, limit participation
• Laissez-faire What leader?

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Consideration (relationship) vs. Initiating
structure (task)

• Ohio State and Michigan Studies
• Consideration employee-centered leadership
  behavior indicating that a manager trusts,
  respects, and cares about subordinates
• Initiating structure job-oriented leadership
  behavior that managers engage in to ensure that
  work gets done, subordinates perform their jobs
  acceptably, and the organization is efficient and
  effective.
• Managers can be high or low on both behaviors.
• Scoring high on both would seem to be best, but
  even here results have been mixed.

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The Managerial Grid
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Examples from Self-Assessment

• I would trust the group members to exercise good
  judgment.
• I would urge the group to beat its previous
  record.
• I would assign group members to particular tasks.
  
• I would let the members do their work the way
  they think best
• I would encourage the use of uniform procedures
• I would be able to tolerate postponement and
  uncertainty.
• I would stress being ahead of competing groups.
• I would allow the group a high degree of
  initiative

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Contingency Theories Of Leadership

• Basic Assumption
• Does the suit fit rather than one best way.
• Research asks
• What are the key dimensions (or types) of
  leadership?
• What determines when each type of leadership
  works best
• Follower characteristics
• Task characteristics
• Better results, but more complex theories too.

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The Fiedler Model
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Hersey and Blanchards Situational Leadership
Model
Delegate Sell
Participate Tell
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Examples Situational Leadership

• You are taking on a new sales management
  position, and one of the major challenges is that
  a new product that is more technically complex
  than prior ones is just being introduced. What
  would Situational Leadership theory suggest
  should be your style for
• Harry, a veteran, likable middle-performing
  salesperson who worries whether he can handle the
  new technology
• Jim, a recent college graduate who just finished
  the training program.
• Diana, another high performer who has a masters
  in engineering and is said to know more about the
  products than the engineers at headquarters.
• Mary, a high performer who guards her customers
  interests closely and is skeptical of the new
  products reliability

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Recall Expectancy Theory
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Houses Path-Goal Theory links with expectancy
theory

• Leaders can motivate subordinates by
• Clarifying the paths to the attainment of
  organizational goals, remove obstacles to
  performance, and express confidence in workers
  ability (increase expectancy)
• Reward workers for high performance and
  (organizational) goal attainment (increase
  instrumentality)
• Clearly identifying what outcomes workers are
  trying to obtain from their jobs, so that the
  rewards are outcomes the workers desire (increase
  valence).
• Comprehensive model, with most research evidence
  supporting its logic

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Matching behavior to situation in the Path-Goal
model

• Contingencies Task and follower characteristics
• To be an effective leader
• Leverage expectancy theory clarify (and set)
  goals, clarify (and ease) path, (appropriately)
  reward success
• Leader behavior will be ineffective when
• It is redundant with environmental contingencies
• It is incongruent with follower characteristics

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Path-Goal Model Match leadership behavior with
obstacle
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Path Goal as a Vice Principal

• You are vice principal at an elementary school.
  Path goal might suggest you first
• Find out what outcomes teachers you lead want
  from their jobs
• Gain authority to allocate those rewards
• Make clear what the schools goals are
• Remove obstacles to teachers attainment of those
  goals
• Allocate rewards accordingly
• How would you work with a junior third-grade
  teacher
• Hes unsure about what special projects to use
• Hes not confident about his ability to handle
  critical parents
• How would you work with a jaded sixth-grade
  teacher
• She doesnt think parents do enough with their
  kids anymore
• She has superior teaching skills but hasnt
  changed projects in a while

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Leadership example from Cango

• Why did Liz have trouble with the less senior
  group?
• She did clarify what was an ambiguous task her
  behavior was not sufficiently directive.
• She unknowingly intimidated them her behavior
  was not sufficiently supportive, indeed she put
  an obstacle in their way.

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Next Time

• Leadership II. Chapter 17, pages 471-474
  479-481.
• T123 Do questions 10-11, 15-16.
• Mastering Management Groups and Teams module
• Complete the introduction, concepts, exercises
  and resolution sections of the Groups and Teams
  module