5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership

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1 5. Leading

2 5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership

3 5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams 5.8 Managing Teams

4 5.1 Leadership Versus Management

5 Leadership and management are not the same things, but we need them both to manage successfully

6 Leadership is about individual traits and behaviors Management is about groups and organizations

7 Trait Theories - What leaders are like. Leaders are born, not made. Behavioral Theories - What leaders do. Leadership behaviors can be taught.

8 Intelligence Leadership Traits Integrity Selfesteem Extraversion Conscientious Open to Experience

9 Trait theory assumes we are born with the right traits. Behavior theory is much more useful

10 Ohio State Leadership Studies Initiating Structure Consideration Concern for members of the group Focus on meeting expectations and managing resources

11 Ohio State Leadership Studies High Low Initiating High Initiating Consideration structure/high consideration Low Initiating structure/low consideration structure/high consideration High Initiating structure/low consideration Low Low Initiating Structure High

12 Ohio State Leadership Studies High Low Initiating High Initiating Consideration structure/high consideration Participating Low Initiating structure/low consideration structure/high consideration Selling High Initiating structure/low consideration Low Delegating Telling Low Initiating Structure High

13 Michigan State Leadership Studies Concern for People Concern for Tasks

14 Blake and Mouton Grid Country Team Club Concern for People Middle of the Road Impoverished Leader Produce or Perish Concern for Production

15 Leadership Decision Styles Democratic - Followers participate in decision-making Autocratic - Leader makes decisions alone with no follower input

16 Laissez Faire - Follower decide themselves with little guidance from the leader

17 Ohio State Leadership Studies High Low Initiating structure/high High Initiating structure/high Consideration consideration Human Relations Low Initiating structure/low consideration consideration Democratic High Initiating structure/low consideration Low Laissez faire Autocratic Low Initiating Structure High

18 Leaders often lead by example. If the organization has a dress code, the leader always dresses accordingly.

19 5.2 Transactional Leadership

20 Transactional leaders manage by rewards and consequences. Most people think of this as management

21 Transactional Leaders Know the rules and follow them Hold everyone else to the same standards Use rewards and coercive power to enforce

22 Personality type is less important than with other leadership types

23 Transactional Leaders are Parents

24 Police Officers

25 Teachers

26 Transactional Leaders May Use Any of These Styles Democratic - Followers participate in decisionmaking Autocratic - Leader makes decisions alone with no follower input

27 Laissez Faire - Follower decide themselves with little guidance from the leader

28 Leadership Traits Intelligence Typically the most important Integrity Selfesteem Extraversion Concientious Open to Experience traits for transactional leaders. Integrity is in the lead

29 Transactional leadership is seldom effective in times of rapid change and uncertainty. It stops working when the rules stop working.

30

31 5.3 Transformational Leadership

32 Transformational leaders lead by offering a vision for the future and convincing followers to believe in it

33

34 Transformational Leaders Have a vision for the future Have confidence in themselves to get there Persuade others to follow them

35 Personality type is vital here. Not everyone is good at transformational leadership

36 Transformational Leaders 4 Tools Inspirational Motivation - A compelling vision of the future Intellectual Stimulation- Thinking past the norms and conventions of the organization

37 Individualized Consideration- Showing care and consideration for the individuals they lead Charisma- Inspire confidence, commitment, and admiration by followers

38 Transformational Leaders need the ability to understand and influence their followers but they also need another magic power

39 Charisma! A magnetic personality that attracts followers A powerful sense of self-confidence The clear impression that they will be successful

40 Transformational Leaders are Heros

41 Entrepreneurs

42 Revolutionaries

43 Transformational Leaders May Use Either of These Styles Democratic - Followers participate in decisionmaking Autocratic - Leader makes decisions alone with no follower input Laissez Faire

44 Leadership Traits Intelligence Typically the most important Integrity Selfesteem Extraversion Concientious Open to Experience traits for transformational leaders. Self-esteem is in the lead

45 Q: How do you boil a frog? Follow me A: Slowly Q: How does a frog escape boiling? A: Transformational leadership

46 5.4 Situational Leadership

47 Situational leaders modify their leadership style based on circumstances. This is a contingent leadership style

48 Contingency Theory - Leaders must adjust their leadership style based on circumstances Situational Theory - Leaders must adjust their leadership styles based on the needs and readiness of their followers Arguably, not a lot of difference here

49 Fiedler s Contingency Theory In a Poorly-Structured Environment Leaders with good interpersonal skills and relations with followers will perform the best

50 In a Clearly-Structured Environment Leaders who are impersonal and have no special relations with followers will perform the best

51 Path-Goal Theory Directive Leadership - Give employees clear directions. For boring jobs - doesn t help Supportive leadership- Support employees through challenging periods. When employees know their jobs and like them - doesn t help

52 Participative leadership Includes employees in key decisions. Most effective when employees have high levels of ability and internal locus of control

53 Achievement oriented Leadership Set goals for employees and encourage them to meet those goals. Most effective when employees have high levels of ability and motivation - Have experience and are professionally-oriented

54 The important part about contingency theories - they work better in some cases than others

55 Situational Leaders are Anyone who can adapt to different circumstances and lead in different ways

56 Follow me

57 Leadership Traits Intelligence Typically the most important Integrity Selfesteem Extraversion Concientious Open to Experience traits for Situational leaders. Depending on the situation, you need everything

58 Contingent/ Situational leadership requires mastery of many approaches and choices.

59 5.5 Personality Types

60 The trait theory of leadership says our personalities determine how we lead. So let s look at personalities

61 Big 5 Personality Traits O Trait Openness Description Curious, intellectual, open to new ideas C Conscientiousness Organized, punctual, systematic. Achievement-oriented E A N Extraversion Agreeableness Neuroticism Outgoing, talkative, sociable, enjoys social situations Affable, tolerant, sensitive, trusting, kind, and warm Anxious, irritable temperamental, and moody

62 There are other theories of personality, but the Big 5 is the most common and wellunderstood

63 Big 5 Traits Openness - People high in openness thrive in new situations that require flexibility Conscientiousness- Uniformly predicts a person s likely success in many situations and jobs. Especially important for transactional leaders

64 Extraversion - People high in extraversion tend to be effective managers. Especially important for transformational leaders Agreeableness - People high in agreeableness Tend to be more forgiving and fair. Especially important in dealing with equity theory

65 Neuroticism- People high in neuroticism tend to have trouble forming relationships and are not sought for advice and assistance at work - Only Big 5 trait where a low score is desirable

66 Although the Big 5 are the most important, leaders need to be aware of other personality traits as well

67 Other Personality Traits Self-Monitoring - Capable of monitoring themselves in diverse social situations. High selfmonitors can adapt behavior to external situations

68 Proactive Personality - Capable of fixing problems and addressing challenges. Tend to be more successful over time at most things.

69 Self-Esteem - Selfconfidence. Capable of holding opinions and taking actions without self-doubt

70 Self-Efficacy - Believes one can be successful in a specific task. Tends to improve performance in those tasks. The only personality trait that is job-specific

71 Leaders With the Right personality are Anyone who has confidence and interpersonal skills can be a trait-driven leader

72

73 Personality traits suggest who will be an effective leader, but behaviors are the final answer

74 5.6 Power in Organizations

75 We have looked at leadership and management. Now we want to look at power itself

76 What Do We Mean When We Say Power?

77 Power is how we assert our will and convince others to do our bidding

78 Sources of Organizational Power Coercive - The power to punish non-compliance. Reward - The power to reward - the opposite of coercive power. Referent - This is the power that comes from having people like me and want to please me.

79 Expert - I have more knowledge in a certain area than do others. Information - I know a secret that affects an outcome so others can t safely disobey me. Connection - I have a connection with someone in real power and can exercises their power on my behalf.

80 Sources of Power Coercive - This represents the consequences transactional leaders warn us about if we don t follow the rules

81 Reward- This represents the rewards transactional leaders promise us if we follow the rules Referent - I am popular with other people who have power. This is where the personality trait of agreeableness comes into play

82 Expert - Because I have been right before and everyone has confidence in my decisions in this area, no one wants to question my advice

83 Information- I have access to specific information that others do not. Similar to Expert power but VERY situational Connection - Very political in nature. I have powerful friends so I am powerful

84 Powerful People are Those with unique knowledge, skills, connections, information, or the ability to control outcomes

85 We all have some degree of power. Inside organizations, it can be important to develop and manage power

86 5.7 Leadership in Teams

87 Leading and managing is hard with individuals. Do it in a group setting and it becomes much harder still

88 Forming The group is formed Storming The fight for dominance Norming Learn to cooperate Performing get some work done Adjourning The end

89 Punctured Equilibrium Forming Storming Norming Non-linear and goes back and forth Performing Adjourning

90 The leadership needed can be different in each stage of team development

91 Forming Authoritarian as the group comes together Storming Participative as roles are defined Norming Coaching as confidence grows Performing More coaching/ democratic style Adjourning

92 Cohesion Similarity Stability Size Support Satisfaction

93 Cohesion is social glue, helping teams stick together and cooperate

94 Too Much Cohesion? If the group sticks too closely together, they can have a problem called Groupthink

95 Social Loafing Does it really matter how hard I pull? I won t be recognized as an individual if we win or lose

96

97 How we form a team is important, but there are several types we can form

98 Types of Teams Cross-Functional - Team members from many different functions/backgrounds Functional - Team members all from the same function/ background

99 Self-Managed - Teams that are empowered, with responsibility and authority to lead themselves

100 Leading any team requires us to understand the structure of the team, the task it faces, and how long it has been in place

101 5.8 Managing Teams

102 We have looked at the leadership aspects of teams. Now let s reduce those decisions to management practice

103 Forming Storming You must always go through this process with a Norming Performing This is the part we want new team. Can Adjourning you keep the old one?

104 Forming a new team always has its costs. If you can keep successful teams together for new problems, you may avoid that

105 Building Cohesion Similarity Stability Size Support Satisfaction

106 When team members identify with the team, they have more cohesion

107 Got Groupthink? Happens with very cohesive teams. Invite outsiders to play Devil s Advocate and question the team s assumptions

108 Got Social Loafing? Develop assessments of individual performance within the group I WILL be recognized as an individual if we win or lose

109 When forming a team for a specific task, keep it as small and simple as possible

110 Keep it Simple Large teams are harder to lead than small ones. Your team should be only as large as necessary Cross-functional teams can solve more diverse problems but they take longer to form. Only add as much diversity as you need

111

112 Self-Managed Teams Give them oversight into planning, scheduling, monitoring, and staffing. If you want them to manage themselves, they need the tools

113 Self-managed teams are often very cohesive and effective, but sometimes they take too long to arrive at a solution

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