Dean Stan Silverman

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Leadership AkronClass XXVWhat is Leadership?

• Dean Stan Silverman
• stanley_at_uakron.edu
• The University of Akron
• September 4, 2008

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Leadership

• Leadership books on amazon.com as of 9/3/08
• 282,969
• Organizations spend an estimated 50 billion
  on development of leaders
• yet most organizations feel they have a
  shortage of leaders and it is estimated that
  between 50-75 of leaders are not performing
  well

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What is Leadership?

• Power Approach
• Trait Approach
• Behavioral Approach
• Contingency Approach
• Change Approach
• The Five Leadership Practices
• The 10 Reasons Leaders Fail
• The Top 10 Changes Facing Leaders
• The 8 Success Factors

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Leadership

• Social process by which an individual
  intentionally exerts influence over others to
  structure their behavior
• Key components
• Social process leaders and followers
• Leadership (strategic, proactive) vs. management
  (supervisory, reactive)
• Influence or Power
• Silverman, 2005

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Power Approach

• Individuals potential to influence others
• 5 sources of power (French Raven, 1958)
• Inherent in position
• Legitimate
• Reward
• Coercive
• Inherent in person
• Expert
• Referent
• Person-based power most important!

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Trait Approach

• Goal identify attributes of good leaders
• What leaders are
• Leader personality (Judge and colleagues)
• Leader effectiveness predicted by extraversion,
  conscientiousness, and openness to experience
• Leader emergence (Lord and colleagues)
• Individuals who are intelligent and dominant are
  more likely seen as leaders
• Silverman, 2005

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Behavioral Approach

• Goal identify behaviors of good leaders
• What leaders do
• Ohio State (Stogdill) and U of Michigan (Likert)
  studies
• Task-oriented (or initiating structure)
• Define roles and responsibilities for achieving
  goals
• Relationship-oriented (consideration)
• Provide social support, show concern and respect
• Silverman, 2005

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Behavioral Approach

• Consideration

• Initiating Structure

• ensures others know whats expected of them
• uses uniform procedures
• makes attitudes clear to the group
• decides what will be done
• decides how it will be done
• assigns particular tasks to others
• creates schedules
• maintains performance standards

• friendly approachable
• uses subordinates suggestions
• treats others as equals
• gives advance notice
• extroverted outgoing
• looks out for others welfare
• willing to make changes
• explains decisions/actions

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Contingency Approach

• Goal identify what leadership styles are
  effective in specific situations
• Leader effectiveness depends on the situation
• Best style of leadership is contingent upon the
  situation
• Silverman, 2005

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Contingency Approach

• Situational leadership theory (Hersey
  Blanchard)
• Leadership style depends on subordinate maturity
  (i.e., skill and confidence)
• Styles
• Telling
• Selling
• Participating
• Delegating
• Silverman, 2005

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Change-Oriented Approach

• Goal identify how leaders change followers and
  cultivate commitment
• Charismatic leaders (House)
• Energetic
• Articulate a vision
• Communicate high expectations
• Express confidence
• Silverman, 2005

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Change-Oriented Approach

• Transformational leadership (Bass)
• Good at clarifying paths to goals, rewarding good
  performance, but in addition
• Involves charisma, intellectual stimulation, and
  individualized consideration
• Causes followers to transcend beyond their
  self-interest, and increases their motivation and
  sense of empowerment
• Silverman, 2005

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Exemplary Leadership (Kouzes and Posner)The Five
Practices

• Model the Way
• Clarify your values
• Lead by example walk the talk
• Inspire a Shared Vision
• Have a vision of the future
• Share with others so they can see how their own
  interests can be aligned with vision
• Silverman, 2005

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Exemplary Leadership (Kouzes and Posner)The Five
Practices

• Challenge the Process
• Initiate incremental change
• Change for the better not for the sake of change
• Enable Others to Act
• Build a climate of trust trust others
• Encourage cooperation not competition
• Encourage the Heart
• If you want individuals to put their hearts into
  something - - focus on clear standards
• Be positive
• Have high expectations of yourself and others
• Silverman, 2005

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• We spend a lot of time helping leaders learn
  what to do, we dont spend enough time helping
  leaders learn what to stop.
• Peter Drucker

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Why Leaders Fail

• 1 Poor working relationships
• Inability to communicate
• Insensitive
• Manipulative
• Not trustworthy
• 2 Inability to develop or adapt
• Do not learn from feedback
• Inflexible
• Cannot adjust to new culture
• 3 Authoritarian
• Rule by fear
• Dictatorial

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Why Leaders Fail

• 4 Career lust
• Wearing ambition and/or career goals on shirt
  sleeve
• Putting other people down in your organization in
  order to make own candle burn brighter
• 5 Withholding information that should be shared
• Trying to make yourself look more connected
• Making individuals ask the perfect question to
  get the right information from you
• 6 Letting stars become monsters
• Reinforce and reward them, but
• Dont let them think they are irreplaceable - -
  they are not
• Get to them and give them feedback the minute
  they become arrogant or out of control

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Why Leaders Fail

• 7 Talking the talk but not walking the walk
• GE Type IV Leaders
• TYPE 1
• Good values/
• Good performance
• TYPE 2
• Bad values/
• Bad performance
• TYPE 3
• Good values/
• Bad performance
• TYPE 4
• Bad values/
• Good performance

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Why Leaders Fail

• 8 Arrogance (Silverman and colleagues)
• The more an individual is perceived as arrogant,
  the more others believe they
• Dont deserve to get ahead at work
• Are less competent at work
• Should fail
• Dont want to work with the individual
• Dont respect the individual and
• The higher the arrogance the lower the job
  performance
• The higher the arrogance the lower the cognitive
  ability

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Why Leaders Fail

• Types of items form the Workplace Arrogance Scale
  (WARS) (Silverman and colleagues)
• To what degree does this individual
• shoot down other peoples ideas in public
• put personal agenda ahead of organizational
  objectives
• willing to take credit for success but not blame
  for failure
• does not welcome constructive feedback
• get angry when his/her ideas are criticized
• not willing to listen to others opinions, ideas
  or perspectives
• does not take responsibility for his/her own
  mistakes
• does not give others credit for their ideas
• Silverman, 2005

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Why Leaders Fail

• 9 Misguided norms about what constitutes good
  leadership (tough boss)
• Little evidence exists that being a tough boss is
  associated with business success
• (Chainsaw Al Dunlap-Sunbeam Corporation))
• Confusing position power with leadership - real
  leaders are found all over the organization
• ATTs destructive achievers
• well regarded at top good at turnarounds
• have horrible relationship skills and do not
  develop people very well
• 10 Individuals holding onto overly optimistic
  and objectively indefensible
• views of their own performance
• Managers and leaders are often told what they
  want to hear and not what they need to hear
• - - candid feedback and communication are
  typically not the norm
• Self ratings are higher than manager ratings,
  direct report ratings, and peer ratings

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Top 10 Changes Facing Todays Leaders(Silverman)

• Mergers and Acquisitions
• Changing Technology
• Quality/Customer Focus
• TI AQL 99
• The Big 3
• quality as perception (e.g., Toyota)
• became clear as a bell
• lazy overpaid American workers (plants here)
• CBS Reports
• More Work - - Less Supervision
• Team Culture
• Downsizing
• Diverse Workforce
• Internationalization
• Work-Family Balance
• Pay Strategies
• Silverman, 2005

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The 8 Success Factors(Silverman)

• Integrity
• Make realistic promises and hold onto them
• Act and speak on what you know to be right in the
  face of politics or pressure
• Determination to Succeed
• Passion and drive for success
• Do not give up in the face of adversity
• Self Management
• Set priorities and align themselves with goals of
  organization
• Seek out self development and take control of
  their own careers
• Continual Learner
• Commitment to keep up with changes in field
• Strong willingness to improve oneself

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The 8 Success Factors(Silverman)

• Adaptable to Change
• Understands the importance of change
• Respond positively to change
• Relationship Driven
• Establishes healthy working relationships
  throughout the organization
• Treat others with respect
• Leadership
• Inspires others to work toward a vision that they
  create
• Willingly shares ideas with others
• Organizational Savvy
• Focus on actions that maximally benefit the
  customer
• Takes actions that allows one to be seen as
  taking an organizational perspective rather than
  having a personal agenda

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Organizational Readiness for Leadership
Development The OPs (Silverman et. al., 2005)
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Organizational Readiness for Leadership
DevelopmentThe OPs