10 leadership web
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Transcript of 10 leadership web
LEADERSHIP
The Issues
Definition of interpersonal powerThe bases of powerCommon leadership models
The selection and training implications of each model
How to manage neutralizers and substitutes for leadership
Comments on Power & Politics
“Power is America’s last dirty word. It is easier to talk about money—and much easier to talk about sex—than it is to talk about power.” (Kantor, 1979, p. 65).
“…those who love laws and sausages should not watch either being made…. We honor leaders for what they achieve, but we often prefer to close our eyes to the way they achieve it” (Pfeffer, 1992, p. 33).
“…the qualities required for leadership are not necessarily those that we would want our children to emulate—unless we wanted them to be leaders” (Pfeffer, 1992, p. 33).
Interpersonal Power
Definition The ability to influence others and maintain control over your own fate
Legitimate
Reward
Coercive
Referent(charismatic)
Expert
Resource
Bases Of Power
Legitimate Power
Exists when one person believes that another person has the right to influence him or her (authority)
Reward Power
Exists when one person believes another person can and will provide or withhold rewards
Coercive Power
Exists when one person believes another person can and will provide or withhold punishment
Referent (Charismatic) Power
Exists when one person finds another attractive and wants to be associated with or affiliated with that person
Expert Power
Exists when one person believes another person has desired expertise and is willing to share or withhold it
Resource Power
Exists when one person believes that another person has desired (nonexpert) resources and is willing to share or withhold them
Principles of Power
Power is perception based
Power is relative
Power bases must be coordinated
Power is a double-edged sword (used and abused)
LEADERSHIP
Definition: An interpersonal process in which influence is exercised in a social system for the achievement of organizational goals by others
Purpose
To achieve organizational and personal goals
To develop commitment to the organization
To be satisfied with the leadership process
FOR DISCUSSION
Anyone can become a good leader
Good leadersare born
Match leader to situation
One “best kind” of leader
?
?
ORGANIZING PERSPECTIVEFocal C
on
str
uct
Theoretical Approach
Universal Traits
Situation-Contingent
Traits
Situation-Contingent Behaviors
Universal Behaviors
Traits
Behaviors
Universal Contingent
UNIVERSAL LEADERSHIP TRAITS MODEL
Assumption: Possible to identify the person who has “the right stuff” to be a good leader in any situation
Cont.
Physical characteristicsSocial backgroundIntellectual abilityPersonality
Some Purported Traits
UNIVERSAL LEADERSHIP TRAITS MODEL
Assumption: Possible to identify the person who has “the right stuff” to be a good leader in any situation
Cont.
Physical characteristicsSocial backgroundIntellectual abilityPersonality
Some Purported Traits
Energy levelSelf-confidenceNeed for achievementNeed for power
Some Promising Traits
A CONTEMPORARY UNIVERSAL TRAIT MODEL?Transformational (Charismatic) Leadership
TransformationalLeaders
TransactionalLeaders
Cont.
Focus on self-interest through exchange with the organization (the Path-Goal Model is an example)
Focus on development of trust, confidence, admiration, loyalty, and commitment. This is an inspirational leader.
TRAITS OF TRANSFORMATIONAL LEADERS
High self-confidenceArticulates a visionAssumes personal risk to pursue visionUses unconventional strategiesPerceives self as change agent
UNIVERSAL LEADERSHIP BEHAVIORS MODELAssumption: Possible to identify the behaviors required to be a good leader in any situation
Cont.
The degree to which a leader clarifies and defines roles for followers
Initiating Structure
The degree to which a leader attends to the welfare, comfort, needs, and satisfaction of followers
Consideration Behavior
From Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams McCanse. © 1991 by Robert R. Blake and the Estate of Jane S. Mouton.Used with permission. All rights reserved.
1,9Country Club Mgt
9,9 Team Mgt
Authority- Obedience
9,1
Impoverished1,1
Organization Man Mgt
5,5
High
Low
Co
nce
rn f
or
Peo
pl e
HighLow Concern for Production
MANAGERIAL GRID™
UNIVERSAL BEHAVIORS EXAMPLE
SITUATION-CONTINGENT LEADERSHIP TRAITS MODEL
Assumption: Possible to create a match between the situation and traits of the leader
Cont.
Logic Find stable leader characteristics Find important situational
characteristics Find or produce a match between
leader and situation Fiedler’s Contingency Model
Example
FIEDLER’S CONTINGENCY MODEL
Key Leader Trait
Relationship- vs. task orientation
Key Situational Characteristics
Degree to which the leader or followers have control over the situation
Called “situational favorableness” and measured by
Leader-member relations
Task structure
Leader position powerCont.
LEADER-SITUATION MATCHES & PERFORMANCE
GoodGood
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PoorPoor
High High StructureStructure
High High StructureStructure
Low Low StructureStructure
Low Low StructureStructure
StrongStrongPowerPower
WeakWeakPowerPower
StrongStrongPowerPower
WeakWeakPowerPower
StrongStrongPowerPower
WeakWeakPowerPower
StrongStrongPowerPower
WeakWeakPowerPower
Leader-Leader-MemberMemberRelationsRelations
TaskTaskStructureStructure
PositionPositionPowerPower
PreferredPreferredLeadershipLeadershipStyleStyle
22 33 44 55 66 77 88
Low LPCsLow LPCsMiddle LPCsMiddle LPCs High LPCsHigh LPCs
LowLow LPCsLPCs
SITUATION-CONTINGENT LEADERSHIP BEHAVIOR MODELAssumption: Possible to create a match between the situation and the behaviors of the leader
Cont.
Logic Help followers perform effectively by providing direction Make rewards (thus, satisfaction) contingent on performance Be perceived as instrumental in
obtaining satisfactionEvans & House’s Path-Goal Model
Example
KEY LEADER BEHAVIORS
Directive (structure)
Supportive (consideration)
Achievement-oriented (creating and defining challenges and opportunities to succeed)
Participative (involving followers in problem-solving and decision-making)
SITUATIONAL CHARACTERISTICS
FollowersAuthoritarianism
Locus of control
Task-related ability
Need for achievement
EnvironmentalNature of task (structuring? rewarding?)
Formal authority (does leader have authority?)
Primary work group (structuring? rewarding?)
Cont.Cont.
SELECTION & TRAINING IMPLICATIONS
Focal C
on
str
uct
Theoretical Approach
Universal Traits
Situation-Contingent
Traits
Situation-Contingent Behaviors
Universal Behaviors
Traits
Behaviors
Universal Contingent
UNIVERSAL TRAIT MODEL
Identify critical traits
Find people with these traits and appoint them leaders
Encourage leaders to exhibit key traits
SELECTION & TRAINING IMPLICATIONS
UNIVERSAL BEHAVIOR MODEL
Identify critical behaviors
Find people with these behaviors and appoint them leaders
Teach leaders to behave appropriately
Encourage leaders to behave appropriately
OR
SELECTION & TRAINING IMPLICATIONS
SITUATION-CONTINGENT TRAIT MODEL
Assess critical situation characteristics
Assess traits of leaders
Place leaders into situations where traits will be effective
(Re)Engineer situation so current leaders’ traits become effective
OR
SELECTION & TRAINING IMPLICATIONS
SITUATION-CONTINGENT BEHAVIOR MODEL
Assess characteristics of followers (e.g., personality)Assess characteristics of the environment (e.g., task structure, authority, group factors)Appoint leaders who behave appropriately for situation
Teach leaders how to behave for situation
Change situation to match behavior of leader
SELECTION & TRAINING IMPLICATIONS
OR
OR
NEUTRALIZERS OF AND SUBSTITUTES FOR LEADERSHIP
Factors that reduce the ability of leaders to exert influence
Substitutes
Factors that reduce the necessity for leadership
Neutralizers
POTENTIAL NEUTRALIZERS
Indifference toward (or unavailability of) organizational rewards
Low leader position power
Environmental inflexibility (e.g., rigid rules & procedures)
Limited interaction of leaders and followers
POTENTIAL SUBSTITUTES
Follower ability, training, and experienceProfessional orientation of followersTask structure (routine, unambiguous)Feedback from the task itselfIntrinsically satisfying tasksWork group cohesivenessFormalization (e.g., plans, goals, responsibilities)
Leader
The Issues
Definition of interpersonal powerThe bases of powerCommon leadership models
The selection and training implications of each model
How to manage neutralizers and substitutes for leadership