Leadership

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Leadership

• Patricia Parker
• Chapter One

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Leadership

• The ability to inspire confidence and support
  among the people who are needed to achieve
  organizational goals
• May be considered a long-term relationship, or
  partnership, between leaders and group members

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Dr. Gary Yukl

• Ph.D., University of California at Berkeley, 1967
• Academic Subfields Leadership, Power and
  Influence, Groups, Motivation, Training and
  Development
• Research Interests Leadership, Power and
  Influence, Managerial Skills
• Applied Interests Management Training and
  Development, Management of Organization Change,
  Strategic Leadership, Attitude Surveys

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Nature of Managerial Leadership

• Yulk points out that, in the extreme, it is
  possible to think of a...
• leader who is not a manager, and
• manager who is not a leader.

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Nature of Managerial Leadership

• At the same time, Yukl emphasizes that a
  successful manager must necessarily lead others.
  Often you will find the terms leaders and
  managers are used interchangeably

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Nature of Managerial Leadership

• According to Yukl leadership is the process of...
• influencing others to understand and agree about
  what needs to be done and how it can be done
  effectively, and
• facilitating individual and collective efforts to
  accomplish shared objectives.

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Nature of Managerial Leadership

• Among other things, the effectiveness of
  leaders, may be defined in terms of...
• the consequences of their actions for others,
• the attitudes of their subordinates,
• their impact on group processes (e.g.,
  decision-making, conflict resolution, etc.), and
• their impact on productivity.

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Leadership

• The ability to inspire confidence and support
  among the people who are needed to achieve
  organizational goals
• May be considered a long-term relationship, or
  partnership, between leaders and group members

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Partnership

• The power between leader and group members is
  approximately balanced
• Four things necessary in a partnership
• Exchange of purpose
• A right to say no
• Joint accountability
• Absolute honesty

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Partnership

• The power between leader and group members is
  approximately balanced
• Four things necessary in a partnership
• Exchange of purpose
• A right to say no
• Joint accountability
• Absolute honesty

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Table 1-1 Leadership versus Management
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Leadership versus Management

• Leadership deals with
• Change
• Inspiration
• Motivation
• Influence

• Management deals with
• Planning
• Organizing
• Directing
• Controlling

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Leadership Matters

• The results of one study showed
• transactional leadership was not significantly
  related to performance
• charismatic leadership was slightly, positively
  related to performance
• in an uncertain environment, charismatic
  leadership was more strongly related to
  performance

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Attribution

• Judging what people are like and why they do what
  they do.
• What is someone really like?
• What makes a person behave they way s/he does?

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One Makes Attributions in Three Major Steps The
Behavior Occurs the Person Determines if it Was
Intentional if so, the Person Determines its
Causes
Observe behavior
What Caused the behavior?
Was the behavior intentional?
BEHAVIOR OCCURS
Intentional
Unintentional
Situational Cause
Personal Cause
Luck! Chance!
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Correspondent Inferences

• Using acts to judge dispositions.
• We make judgments about what people are like
  based on what we are able to observe of their
  behavior.
• Many causes of behavior.
• People can conceal some of their traits.

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Causal Attribution of Responsibility

• Answering the question of WHY?
• Kelleys Theory of Causal Attribution
• Consensus
• Extent to which other people behave the same.
• Consistency
• Extent to which behavior is same at other times.
• Distinctiveness
• Extent to which behavior is the same in other
  contexts.

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Internal and External Causes of Behavior
Employee Applies for Promotion
Employees Denied Promotion
Employees Receives Promotion
Coworker Attributes Success to Situational Charact
eristics Bosss Supervision
Employees Attributes Success to Personal Character
istics Employees Effort
Coworker Attributes Failure to Personal Characteri
stics Employees Personality
Employee Attributes Failure to Situational Charact
eristics Interviewers Attitude
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Attribution Theory

• The process of attributing causality to events
• To simplify and understand complex social systems
  of human interaction, people interpret events in
  human terms
• Most organizational successes are attributed to
  heroic leaders

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Leadership Does Not Matter

• Three major arguments against the importance of
  leadership include
• Substitutes for leadership
• Leader irrelevance
• Complexity theory

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Substitutes for Leadership
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Leader Irrelevance

• Situational factors, outside the leaders
  control, have the largest impact on outcomes
• High-level leaders have unilateral control over
  only a few resources, and the control over these
  resources is limited by obligations to
  stakeholders
• Firms choose new leaders whose values and
  behaviors are similar to previous leaders

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Complexity Theory

• Organizations are complex systems that cannot be
  explained by the usual rules of nature
• Leaders and managers can do little to alter the
  course of the complex organizational system
• A companys fate is determined by factors outside
  the leader/managers control

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Leadership Roles

• Figurehead
• Spokesperson
• Negotiator
• Coach and motivator
• Team builder

• Team player
• Technical problem solver
• Entrepreneur
• Strategic planner

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Sources of Leader Satisfaction

• A feeling of power and prestige
• A chance to help others grow and develop
• High income
• Respect and status
• Good opportunities for advancement
• A feeling of being in on things
• An opportunity to control resources

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Leader Frustrations

• Too much uncompensated overtime
• Too many headaches
• Not enough authority to carry out responsibility
• Loneliness
• Too many problems involving people
• Too much organizational politics

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A Framework forUnderstanding Leadership

• Leader characteristics and traits
• Leader behavior and style
• Group member characteristics
• Internal and external environment

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Figure 1-2 A Framework for Understanding
Leadership
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Essential Qualities of Effective Followers

• Self-management
• Commitment
• Competence and focus
• Courage