BA4135 LEADERSHIP BA4135 LEADERSHIP THEORY & APPLICATIONTHEORY & APPLICATION

Professor: Pinar AcarProfessor: Pinar Acar

Course RulesCourse Rules

Professionalism & Courtesy ScoreProfessionalism & Courtesy Score– 5% of letter grade5% of letter grade– Attend every classAttend every class– Come and leave on timeCome and leave on time– Professional and mature behavior in Professional and mature behavior in

classclass– No cell phonesNo cell phones

AssignmentsAssignments

One projectOne project Groups of 2 or individuallyGroups of 2 or individually Letter grades will be adjusted according to Letter grades will be adjusted according to

peer evaluationspeer evaluations

One simulationOne simulation– individualindividual

In-class Exercises & In-class Exercises & CasesCases Do advance reading of textbook Do advance reading of textbook

materialmaterial Read the assigned cases and Read the assigned cases and

prepare the discussion questionsprepare the discussion questions Be prepared to make informal Be prepared to make informal

presentations to classpresentations to class Use relevant concepts and Use relevant concepts and

theoriestheories

Other PoliciesOther Policies

No make-up examNo make-up exam Denying credit to students that Denying credit to students that

fall short of acceptable fall short of acceptable performance levelperformance level

PlagiarismPlagiarism Information sheets - Mar4Information sheets - Mar4 Peer evaluation – last weekPeer evaluation – last week

AgendaAgenda

Defining leadershipDefining leadership Identify why leadership is importantIdentify why leadership is important Discuss leadership effectivenessDiscuss leadership effectiveness Discuss if leaders are born or madeDiscuss if leaders are born or made Discuss managerial roles Discuss managerial roles Identify major approaches to Identify major approaches to

leadershipleadership

Why is leadership Why is leadership important?important?

Do leaders make a difference?Do leaders make a difference?Is leadership only about CEIs leadership only about CEOOs of large s of large companies?companies?Are leaders born or made?Are leaders born or made?

Defining LeadershipDefining Leadership

LeadershipLeadership is is the influencing process of the influencing process of leaders and followers to achieve shared leaders and followers to achieve shared objectivesobjectives

Leaders – FollowerLeaders – Follower Context: Formal organizationsContext: Formal organizations Influencing: The process of Influencing: The process of

communicating ideas, gaining communicating ideas, gaining acceptance of them, and motivatacceptance of them, and motivatiing ng others to support and implement them.others to support and implement them.

Leadership Leadership EffectivenessEffectiveness Performance and goal Performance and goal

achievementachievement Follower attitudesFollower attitudes Smooth internal processesSmooth internal processes External adaptabilityExternal adaptability

Approaches to Approaches to LeadershipLeadership Trait approachTrait approach Behavior approachBehavior approach Power-Influence approachPower-Influence approach Situational approachSituational approach Integrative approachIntegrative approach

Chapter 3Chapter 3

The Nature of Managerial The Nature of Managerial WorkWork

AgendaAgenda

Understand the typical activity patterns Understand the typical activity patterns for people in managerial positionsfor people in managerial positions

Understand the different roles required Understand the different roles required for managersfor managers

Understand how managers cope with Understand how managers cope with the demands, constraints, and choices the demands, constraints, and choices confronting themconfronting them

Understand how managers can make Understand how managers can make effective use of their timeeffective use of their time

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Typical Activity Typical Activity Patterns in Managerial Patterns in Managerial WorkWork

Pace of work is hectic and unrelentingPace of work is hectic and unrelenting Content of work is varied and fragmentedContent of work is varied and fragmented Many activities are reactiveMany activities are reactive Interactions often involve peers and outsidersInteractions often involve peers and outsiders

Many interactions involve oral Many interactions involve oral

communicationcommunication

Decision processes are disorderly and Decision processes are disorderly and

politicalpolitical

Most planning is informal and adaptiveMost planning is informal and adaptive

Typical Activity Patterns Typical Activity Patterns in Managerial Work in Managerial Work (Cont.)(Cont.)

The Content of The Content of Managerial WorkManagerial Work

Job description researchJob description research– SupervisingSupervising– Planning and organizingPlanning and organizing– Decision makingDecision making– Monitoring indicatorsMonitoring indicators– ControllingControlling– RepresentingRepresenting– CoordinatingCoordinating– ConsultingConsulting– AdministeringAdministering

Mintzberg’s Mintzberg’s Managerial RolesManagerial Roles

Managerial RolesManagerial RolesManagerial RolesManagerial Roles

Described by MintzbergDescribed by Mintzberg..– A role is a set of specific tasks a A role is a set of specific tasks a

person performs because of the person performs because of the position they hold.position they hold.

There are 3 broad role There are 3 broad role categories:categories:1. Interpersonal1. Interpersonal2. Informational 2. Informational 3. Decisional3. Decisional

Interpersonal RolesInterpersonal RolesInterpersonal RolesInterpersonal Roles

Roles managers assume to coordinate Roles managers assume to coordinate and interact with employees and and interact with employees and provide direction to the organization.provide direction to the organization.

Figurehead role:Figurehead role: symbolizes the symbolizes the organization and what it is trying to organization and what it is trying to achieve.achieve.

Leader role:Leader role: train, counsel, mentor and train, counsel, mentor and encourage high employee performance.encourage high employee performance.

Liaison role:Liaison role: link and coordinate people link and coordinate people inside and outside the organization to help inside and outside the organization to help achieve goals.achieve goals.

Informational RolesInformational RolesInformational RolesInformational Roles

Associated with the tasks needed to Associated with the tasks needed to obtain and transmit information for obtain and transmit information for management of the organization.management of the organization.

Monitor role:Monitor role: analyzes information analyzes information from both the internal and external from both the internal and external environment.environment.

Disseminator role:Disseminator role: manager transmits manager transmits information to influence attitudes and information to influence attitudes and behavior of employees.behavior of employees.

Spokesperson role:Spokesperson role: use of information use of information to positively influence the way people in to positively influence the way people in and out of the organization respond to it.and out of the organization respond to it.

Decisional RolesDecisional RolesDecisional RolesDecisional Roles

Associated with the methods managers use Associated with the methods managers use to plan strategy and utilize resources to to plan strategy and utilize resources to achieve goals.achieve goals.

Entrepreneur role:Entrepreneur role: deciding upon new projects deciding upon new projects or programs to initiate and invest. or programs to initiate and invest.

Disturbance handler role:Disturbance handler role: assume assume responsibility for handling an unexpected event responsibility for handling an unexpected event or crisis.or crisis.

Resource allocator role:Resource allocator role: assign resources assign resources between functions and divisions, set budgets of between functions and divisions, set budgets of lower managers.lower managers.

Negotiator role:Negotiator role: seeks to negotiate solutions seeks to negotiate solutions between other managers, unions, customers, or between other managers, unions, customers, or shareholders.shareholders.

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Role ConflictsRole Conflicts

Role sendersRole senders Role expectationsRole expectations Conflicting demandsConflicting demands Perceptions of role requirementsPerceptions of role requirements

Unique Role Unique Role RequirementsRequirementsStewart (1967, 1976, 1982)Stewart (1967, 1976, 1982)

Demands – required duties, Demands – required duties, activities, and responsibilitiesactivities, and responsibilities

Constraints – limiting Constraints – limiting characteristics of the organization characteristics of the organization and external environmentand external environment

Choices – activities that a Choices – activities that a manager may do but is not manager may do but is not required to dorequired to do

Unique Role Unique Role RequirementsRequirementsSituational DeterminantsSituational Determinants

Pattern of relationshipsPattern of relationships

Work patternsWork patterns

ExposureExposure

Research on Research on Situational Situational DeterminantsDeterminants Level of managementLevel of management Size of organizational unitSize of organizational unit Lateral interdependenceLateral interdependence Crisis situationCrisis situation Stage in the organizational life Stage in the organizational life

cyclecycle

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Changes in the Nature Changes in the Nature of Managerial Workof Managerial Work Economics, politics, and societyEconomics, politics, and society GlobalizationGlobalization New computer and New computer and

telecommunications technologytelecommunications technology Structure of organizationsStructure of organizations Outsourcing and just-in-time Outsourcing and just-in-time

inventoriesinventories

Time ManagementTime Management

Applications for ManagersApplications for Managers

Importance of Importance of objectives & prioritiesobjectives & priorities

Personal Governing Values

Long-Range Goals

Intermediate Goals

Daily Tasks

Productivity Pyramid

Time Mgt. MatrixTime Mgt. Matrix

Importance (driven by values and goals)

Urgency

Imp&Urgent

Not ImpButUrgent

ImpButNot Urgent

Neither ImpNor Urgent

Beating the time Beating the time wasterswasters Make a list of all the things you will do Make a list of all the things you will do

tomorrow. tomorrow. Prioritize each item in terms of A, B, Prioritize each item in terms of A, B,

and C.and C. Take time to reclassifyTake time to reclassify Make a list of all the time wasters that Make a list of all the time wasters that

interfere with your ability to interfere with your ability to accomplish your long-term objectives.accomplish your long-term objectives.

Sources of Problems in Sources of Problems in Time Mgt.Time Mgt.

Some normal human tendenciesSome normal human tendencies Prefer to do things that are Prefer to do things that are

interesting and pleasantinteresting and pleasant Prefer to do things that are easyPrefer to do things that are easy Tend to do things that are urgentTend to do things that are urgent Wait until just before a deadlineWait until just before a deadline Not aware of how time is usedNot aware of how time is used Equate activity with achievementEquate activity with achievement

Some basic paradoxes:Some basic paradoxes: Busy people can’t find time to planBusy people can’t find time to plan People who mostly respond to crisis insure People who mostly respond to crisis insure

they will recurthey will recur People who can’t delegate to People who can’t delegate to

inexperienced subordinates are unlikely to inexperienced subordinates are unlikely to develop themdevelop them

People who find time to do things for People who find time to do things for others are likely to be asked to do even others are likely to be asked to do even more thingsmore things

People who tend to leave things on their People who tend to leave things on their desk create clutterdesk create clutter

Sources of Problems in Sources of Problems in Time Mgt.Time Mgt.

Common Time Wasters Common Time Wasters for Mgrs.for Mgrs. Drop-in VisitorsDrop-in Visitors Telephone interruptionsTelephone interruptions Cluttered officeCluttered office Unessential tasksUnessential tasks Unnecessary or over-long meetingsUnnecessary or over-long meetings

– CausesCauses– Possible remediesPossible remedies

BarriersBarriers Screening mechanismsScreening mechanisms Scheduling mechanismsScheduling mechanisms Clarifying role expectationsClarifying role expectations

Other CausesOther Causes

Plan daily activitiesPlan daily activities– Make a to-do list and assign Make a to-do list and assign

prioritiespriorities ProcrastinationProcrastination PerfectionismPerfectionism Analyzing activity patternsAnalyzing activity patterns

Managing StressManaging Stress

Stress causes a variety of Stress causes a variety of ilnesses.ilnesses.

Work-related effects.Work-related effects. Stress is within the person.Stress is within the person. Perceptual and subjectivePerceptual and subjective A certain amount of stress is A certain amount of stress is

inevitable.inevitable.

Sources of StressSources of Stress

Individual differencesIndividual differences– Type A Type A behavior patternbehavior pattern

Stressful life situationsStressful life situations Work-related stressorsWork-related stressors

– Work overloadWork overload– Time pressuresTime pressures– Role conflictRole conflict– Office politicsOffice politics

StrategiesStrategies

Remove yourselfRemove yourself Alter the situationAlter the situation Teach yourself to respond differentlTeach yourself to respond differentlyy

– Clarify your valuesClarify your values– Stress vaccineStress vaccine– Create a personal support systemCreate a personal support system– Maintain good physical healthMaintain good physical health– Take energy breaksTake energy breaks– Perform relaxation techniquesPerform relaxation techniques

Proven Stress Proven Stress ReducersReducers Get up 15 min earlierGet up 15 min earlier Prepare for the morning the evening Prepare for the morning the evening

beforebefore Do nothing which leads you to tell a lieDo nothing which leads you to tell a lie Manage your time effectivelyManage your time effectively Breathe rightBreathe right Make contingency plansMake contingency plans Say no.Say no. Delegate responsibilityDelegate responsibility Do one thing at a timeDo one thing at a time

Chapter 7Chapter 7

Managerial Traits and SkillsManagerial Traits and Skills

TerminologyTerminology PersonalityPersonality: The pattern of relatively : The pattern of relatively

enduring ways in which a person feels, thinks, enduring ways in which a person feels, thinks, and behaves.and behaves.

Trait: A specific component of personality that Trait: A specific component of personality that describes particular tendencies a person has to describes particular tendencies a person has to feel, think, and act in certain ways.feel, think, and act in certain ways.

Values: Convictions that a specific course of Values: Convictions that a specific course of action or outcome is personally or socially action or outcome is personally or socially preferable to an opposite or converse course of preferable to an opposite or converse course of action or outcome.action or outcome.

Needs: Physiological or psychological Needs: Physiological or psychological deficiencies that people feel some compulsion deficiencies that people feel some compulsion to eliminate.to eliminate.

Skill: An ability to do something effectivelySkill: An ability to do something effectively

66 The Big Five Model of The Big Five Model of PersonalityPersonality

SurgencySurgency: The tendency to experience : The tendency to experience positive emotional states and feel good about positive emotional states and feel good about oneself and the world around.oneself and the world around.

NeuroticismNeuroticism: The tendency to experience : The tendency to experience negative emotional states and view oneself negative emotional states and view oneself and the world around negatively.and the world around negatively.

AgreeablenessAgreeableness: The tendency to get along : The tendency to get along well with others.well with others.

ConscientiousnessConscientiousness: The extent to which a : The extent to which a person is careful, scrupulous, and persevering.person is careful, scrupulous, and persevering.

Openness to ExperienceOpenness to Experience: The extent to : The extent to which a person is original, has broad interests, which a person is original, has broad interests, and is willing to take risks.and is willing to take risks.

77

Insert Figure 2.3 here

88

Insert Figure 2.4 here

Why executives are Why executives are derailed?derailed?

Used a bullying style viewed as Used a bullying style viewed as intimidating, intimidating, insensitive, and abrasiveinsensitive, and abrasive

Viewed as being cold, aloof, and arrogantViewed as being cold, aloof, and arrogant Low emotional stabilityLow emotional stability Were self-centeredWere self-centered and viewed as overly and viewed as overly

ambitious and thinking of the next job ambitious and thinking of the next job Betrayed personal trust (low integrity)Betrayed personal trust (low integrity) Defensive – resistant to changeDefensive – resistant to change Had specific performance problems with the Had specific performance problems with the

businessbusiness Overmanaged and were unable to delegate Overmanaged and were unable to delegate

or build a teamor build a team

Traits of Effective LeadersTraits of Effective Leaders DominanceDominance High energyHigh energy Self-confidenceSelf-confidence IntegrityIntegrity FlexibilityFlexibility Self-ConfidenceSelf-Confidence Emotional StabilityEmotional Stability Sensitivity to othersSensitivity to others IntelligenceIntelligence Internal locus of controlInternal locus of control

Need for AchievementNeed for Achievement

Doing better than competitorsDoing better than competitors Attaining or surpassing a difficult Attaining or surpassing a difficult

goalgoal Solving a complex problemSolving a complex problem Carrying out a challenging Carrying out a challenging

assignment successfullyassignment successfully Developing a better way to do Developing a better way to do

somethingsomething

Need for PowerNeed for Power

Influencing people to change their Influencing people to change their attitudes or behaviorattitudes or behavior

Controlling people and activitiesControlling people and activities Being in a position of authority Being in a position of authority

over othersover others Gaining control over information Gaining control over information

and resourcesand resources Defeating an opponent or enemyDefeating an opponent or enemy

Need for AffiliationNeed for Affiliation

Being liked by many peopleBeing liked by many people Being accepted as part of a group or Being accepted as part of a group or

teamteam Working with people who are friendly Working with people who are friendly

and cooperativeand cooperative Maintaining harmonious relationship Maintaining harmonious relationship

and avoiding conflictsand avoiding conflicts Participating in pleasant social Participating in pleasant social

activities activities

Leader Motive Profile Leader Motive Profile TheoryTheory Attempts to explain and predict Attempts to explain and predict

leadership success based on a person’s leadership success based on a person’s nAch, nPow. and nAff. LMP: a high need nAch, nPow. and nAff. LMP: a high need for power which is socialized, a for power which is socialized, a moderate need for achievement and a moderate need for achievement and a lower need for affiliation.lower need for affiliation.

Power – socialized powerPower – socialized power AchievementAchievement AffiliationAffiliation

AgendaAgenda

Research on effective leadership Research on effective leadership behaviorbehavior

Yukl’s taxonomy of leadership behaviorsYukl’s taxonomy of leadership behaviors Consolidated products caseConsolidated products case Air Force Supply SquadronAir Force Supply Squadron Identifying managerial practicesIdentifying managerial practices Giving and receiving instructionsGiving and receiving instructions Giving praise Giving praise

Effective Leadership Effective Leadership BehaviorBehavior

Leadership StyleLeadership Style

The recurrent pattern of The recurrent pattern of behaviors leaders use as they behaviors leaders use as they interact with followers.interact with followers.

University of IowaUniversity of Iowa

Autocratic leadership styleAutocratic leadership style Democratic leadership styleDemocratic leadership style Effective leaders are more Effective leaders are more

democraticdemocratic

University of MichiganUniversity of Michigan

Job-centered leadership styleJob-centered leadership style Employee-centered leadership styleEmployee-centered leadership style Leadership functions can be carried Leadership functions can be carried

out by others besides the formal out by others besides the formal leader.leader.

Indicated importance of participative Indicated importance of participative leadership and group supervisionleadership and group supervision

Ohio State UniversityOhio State University

2 dimensions of leader behavior:2 dimensions of leader behavior:– Initiating structureInitiating structure– ConsiderationConsideration

4 leadership styles:4 leadership styles:– Abdicative leaderAbdicative leader– Directive/autocratic leaderDirective/autocratic leader– Supportive leaderSupportive leader– Participative leaderParticipative leader

Blake & Mouton’s Blake & Mouton’s Managerial GridManagerial Grid

HighHigh

HighHighLowLow

LowLow Concern for ProductionConcern for Production

Con

cern

for

Peo

ple

Con

cern

for

Peo

ple

Country Club Country Club ManagementManagement

Impoverished Impoverished ManagementManagement

Team Team ManagementManagement

Authority-Authority-Compliance Compliance ManagementManagement

Middle-of-Middle-of-the-Road the-Road ManagementManagement

ContributionsContributions

Efforts to find one best leadership style Efforts to find one best leadership style was inconclusivewas inconclusive

There is no one best style that works There is no one best style that works in every situationin every situation

Employees are more satisfied with a Employees are more satisfied with a leader high on leader high on consideration/employee-centerednessconsideration/employee-centeredness

Identification of the two generic Identification of the two generic dimensions of leadership behaviordimensions of leadership behavior

Yukl’s Taxonomy: Yukl’s Taxonomy: Managerial PracticesManagerial Practices

Early ResearchEarly Research

Two broad categories of behavior:Two broad categories of behavior: Task-oriented behaviorTask-oriented behavior Relationship-oriented behaviorRelationship-oriented behavior Both types of behavior are necessary Both types of behavior are necessary

for effective managementfor effective management BUT it was not clear what managers BUT it was not clear what managers

actually do to accomplish task actually do to accomplish task objectives and build effective objectives and build effective interpersonal relationshipsinterpersonal relationships

Task-Oriented Task-Oriented BehaviorsBehaviors Plans and defines work to be donePlans and defines work to be done Assigns tasks and responsibilitiesAssigns tasks and responsibilities Sets clear work standardsSets clear work standards Urges task completionUrges task completion Monitors performance resultsMonitors performance results

Relationship-Oriented Relationship-Oriented BehaviorsBehaviors Acts warm and supportive toward Acts warm and supportive toward

followersfollowers Develops social rapport with Develops social rapport with

followersfollowers Respects the feelings of followersRespects the feelings of followers Is sensitive to followers’ needsIs sensitive to followers’ needs Shows trust in followersShows trust in followers

1144 Managerial Managerial PracticesPractices Planning and OrganizingPlanning and Organizing Problem SolvingProblem Solving Monitoring Operations and Monitoring Operations and

EnvironmentEnvironment MotivatingMotivating Recognizing Recognizing RewardingRewarding InformingInforming

1144 Managerial Managerial PracticesPractices Clarifying Roles and ObjectivesClarifying Roles and Objectives SupportingSupporting DevelopingDeveloping Consulting Consulting DelegatingDelegating Team Building and Managing Team Building and Managing

ConflictConflict NetworkingNetworking

Planning & OrganizingPlanning & Organizing

Decision making about Decision making about what to do, how to do it, who what to do, how to do it, who will do it, and when it will be donewill do it, and when it will be done..

Purpose: Purpose: – ensure efficiency and effectiveensure efficiency and effective– achieve coordination with other parts of orgachieve coordination with other parts of orgnizationnization– aadapting to external environmentdapting to external environment

Many varietiesMany varieties– design of organizational unit’s structuredesign of organizational unit’s structure– design of individual jobsdesign of individual jobs– allocation of resources among different activitiesallocation of resources among different activities– development of proceduresdevelopment of procedures

Problem SolvingProblem Solving

Purpose: To maintain orderly, stable Purpose: To maintain orderly, stable operations at the current level of efficiency.operations at the current level of efficiency.

Occurs in response to some immediate Occurs in response to some immediate disturbance of normal operationsdisturbance of normal operations

Differences from planning:Differences from planning:– PurposePurpose– ReactiveReactive– Short-termShort-term– Shorter durationShorter duration

Managers should not become too Managers should not become too preoccupied with reacting to day-to-day preoccupied with reacting to day-to-day problems.problems.

Monitoring Operations & Monitoring Operations & EnvironmentEnvironment

Gathering information aboutGathering information about– Operations of work unitOperations of work unit– Progress of workProgress of work– Performance of subordinatesPerformance of subordinates– Success of projectsSuccess of projects– Nature of external environmentNature of external environment

Forms of monitoring:Forms of monitoring:– Walking aroundWalking around– Reading reportsReading reports– Meeting with subordinatesMeeting with subordinates– Inspecting the workInspecting the work– Getting reactions from customersGetting reactions from customers

Purpose: To maintain the stability of operations and Purpose: To maintain the stability of operations and facilitate adjustments to changes in the external facilitate adjustments to changes in the external environmentenvironment

Closely related to planning and problem solvingClosely related to planning and problem solving

InformingInforming

Communication of relevant information Communication of relevant information needed by subordinates, peers, or superiors to needed by subordinates, peers, or superiors to perform their jobsperform their jobs and providing outsiders and providing outsiders information about the organization to foster a information about the organization to foster a favorable image.favorable image.

Forms:Forms:– Making an explanation in a meetingMaking an explanation in a meeting– Calling someone on the phoneCalling someone on the phone– Writing memos and reportsWriting memos and reports– Putting messages on the bulletin boardPutting messages on the bulletin board– Distributing a newsletterDistributing a newsletter– Relaying written materialsRelaying written materials

Purpose: To facilitate the work of othersPurpose: To facilitate the work of others

Clarifying Roles Clarifying Roles & & ObjectivesObjectives

Communication of role expectations to subordinates and Communication of role expectations to subordinates and others who make an important contribution to work unit others who make an important contribution to work unit operations.operations.

Purpose: To guide and orient work activityPurpose: To guide and orient work activity Forms:Forms:

– Giving commandsGiving commands– Making task assignmentsMaking task assignments– Explaining rules and proceduresExplaining rules and procedures– Explaining dutiesExplaining duties– Explaining how to do a taskExplaining how to do a task– Setting standards, goals, and deadlinesSetting standards, goals, and deadlines– SupervisingSupervising

Improves subordinate satisfaction and performance where Improves subordinate satisfaction and performance where there would otherwise be role ambiguity.there would otherwise be role ambiguity.

Improves performance if involves clear, specific, and Improves performance if involves clear, specific, and realistic performance goals.realistic performance goals.

MotivatingMotivating Use of influence techniques to generate enthusiasm Use of influence techniques to generate enthusiasm

for the work, commitment to task objectives, and for the work, commitment to task objectives, and complaince with orders and requestscomplaince with orders and requests

Directed at subordinates, peers, superiors, and Directed at subordinates, peers, superiors, and outsidersoutsiders

Influence tactics:Influence tactics:– Rational persuasionRational persuasion– Inspirational appealsInspirational appeals– Role modelingRole modeling

Involves use of powerInvolves use of power Involves use of visioning speeches and symbolic Involves use of visioning speeches and symbolic

actionsactions

Recognizing & RewardingRecognizing & Rewarding

Giving of tangible and intagnible Giving of tangible and intagnible rewards for effective performance, rewards for effective performance, significant accomplishment, and significant accomplishment, and helpful assistance.helpful assistance.

Directed at both subordinates and Directed at both subordinates and othersothers

Purpose: To influence behavior and Purpose: To influence behavior and to increase satisfaction.to increase satisfaction.

Timely recognition and appropriate Timely recognition and appropriate rewards are the keyrewards are the key

Supporting & DevelopingSupporting & Developing

Showing consideration, acceptance, Showing consideration, acceptance, and concern for the needs and and concern for the needs and feelings of other people.feelings of other people.

DevelopDeveloping is a subcategorying is a subcategory Purpose: To build and maintain Purpose: To build and maintain

effective interpersonal relationships effective interpersonal relationships and to increase job satisfactionand to increase job satisfaction

Consulting & DelegatingConsulting & Delegating

Encouraging the participation of others in making Encouraging the participation of others in making decisions for which the manager is responsible.decisions for which the manager is responsible.

Examples:Examples:– Asking for suggestionsAsking for suggestions– Encouraging evaluation of proposalsEncouraging evaluation of proposals– Inviting people to meetingsInviting people to meetings– Holding special meetings or hearingsHolding special meetings or hearings– Asking subordinates to solve a problem with Asking subordinates to solve a problem with

youyou– Seeking group consensus for decisionsSeeking group consensus for decisions

Purpose: To improve the quality and acceptance Purpose: To improve the quality and acceptance of decisions and to enrich jobs of subordinates.of decisions and to enrich jobs of subordinates.

Team Building & Managing Team Building & Managing ConflictConflict

Involves wide variety of behaviors involving Involves wide variety of behaviors involving development of teamwork and cooperation.development of teamwork and cooperation.– Mediating conflicts between othersMediating conflicts between others– Smoothing over disagreementsSmoothing over disagreements– Encouraging the constructive resolution of conflictEncouraging the constructive resolution of conflict– Stressing the importance of cooperationStressing the importance of cooperation– Encouraging the sharing of information and ideasEncouraging the sharing of information and ideas– Using ceremonies and symbols to develop identification Using ceremonies and symbols to develop identification

with organizational unitwith organizational unit– Facilitating social interaction among work unit membersFacilitating social interaction among work unit members

Purpose: To maintain effective working relationships and Purpose: To maintain effective working relationships and to achieve a cohesive work unit.to achieve a cohesive work unit.

NetworkingNetworking

Involves developing and maintaining contacts Involves developing and maintaining contacts with people who are important sources of with people who are important sources of information and assistance, both within and information and assistance, both within and outside of the organization.outside of the organization.

Examples:Examples:– Socializing and informal discussionsSocializing and informal discussions– Attending social and ceremonial eventsAttending social and ceremonial events– Participating recreational and leisure activitiesParticipating recreational and leisure activities– Joining professional associations or social clubsJoining professional associations or social clubs– Offering assistanceOffering assistance– Doing favors that will be appreciatedDoing favors that will be appreciated– Providing helpful informationProviding helpful information

It is important for managers to develop an It is important for managers to develop an extensive contacts with persons in other parts of extensive contacts with persons in other parts of the organization and with important outsiders.the organization and with important outsiders.

Giving InstructionsGiving Instructions

Plan the messagePlan the message What is the goal of the message?What is the goal of the message? Who should receive the message?Who should receive the message? How will you send the message?How will you send the message? When will the message be sent?When will the message be sent? Where will the message be Where will the message be

transmitted?transmitted?

Giving InstructionsGiving Instructions

Be careful not to talk too fastBe careful not to talk too fast Develop rapportDevelop rapport State your communication State your communication

objectiveobjective Transmit your messageTransmit your message Check understandingCheck understanding Get a commitment and follow-upGet a commitment and follow-up

Giving InstructionsGiving Instructions

Written communication:Written communication:– Set an objective and planSet an objective and plan– Keep the message short and simpleKeep the message short and simple– Edit and rewrite where necessaryEdit and rewrite where necessary

Receiving InstructionsReceiving Instructions

Pay attentionPay attention Avoid distractionsAvoid distractions Stay tunedStay tuned Do not assume and interruptDo not assume and interrupt Watch nonverbal cuesWatch nonverbal cues Ask questionsAsk questions Take notesTake notes Convey meaningConvey meaning AnalyzeAnalyze Check understandingCheck understanding

GGiving Praiseiving Praise

The One-Minute Giving Praise The One-Minute Giving Praise Model (Blanchard & Johnson)Model (Blanchard & Johnson)

1.1. Tell the employee exactly what Tell the employee exactly what was done correctly.was done correctly.

2.2. Tell the employee why the Tell the employee why the behavior is important.behavior is important.

3.3. Stop for a moment of silence.Stop for a moment of silence.4.4. Encourage repeat performance.Encourage repeat performance.

ChaptChapteerr 4 4

Participative LeadershipParticipative Leadership

Types of Decision Types of Decision ProceduresProcedures Autocratic DecisionAutocratic Decision ConsultationConsultation Group DecisionGroup Decision DelegationDelegation

Autocratic DecisionAutocratic Decision

The leader makes a decision The leader makes a decision alone without asking subordinates alone without asking subordinates for their ideas and suggestions. for their ideas and suggestions. Then, the leader tells them what Then, the leader tells them what was decided, and if necessary, was decided, and if necessary, explains the decision or tries to explains the decision or tries to sell itsell it..

ConsultationConsultation

The leader explains the decision The leader explains the decision problem to subordinates and asks problem to subordinates and asks them for their ideas and them for their ideas and suggestions. The leader may suggestions. The leader may consult with subordinates consult with subordinates individually or together as a group. individually or together as a group. Then the leader makes the final Then the leader makes the final decision after careful consideration decision after careful consideration of their input.of their input.

Group DecisionsGroup Decisions

The leader meets with subordinates The leader meets with subordinates to discuss the decision problem and to discuss the decision problem and reach a decision that is acceptable reach a decision that is acceptable to everyone or at least to a majority to everyone or at least to a majority of group members. The leader runs of group members. The leader runs the meeting but has no more the meeting but has no more influence over the final decision influence over the final decision than any other group member.than any other group member.

DelegationDelegation

The leader gives an individual or The leader gives an individual or group the authority and group the authority and responsibility for making a responsibility for making a decision.decision.

Criteria to Select Criteria to Select Appropriate ProcedureAppropriate Procedure

Decision QualityDecision Quality Decision AcceptanceDecision Acceptance Time Needed to Make the DecisionTime Needed to Make the Decision

Decision QualityDecision Quality

High- if the selected alternative High- if the selected alternative is the is the bestbest one among one among those available.those available.

Is decision quality an important issue?Is decision quality an important issue? Distribution of relevant information and the extent to Distribution of relevant information and the extent to

which it is possible to bring this info to bear on the which it is possible to bring this info to bear on the decision solutiondecision solution

Does the leader possess all the necessary information? Does the leader possess all the necessary information? Do the subordinates have the necessary information Do the subordinates have the necessary information

and problem solving skills?and problem solving skills?– Is the Is the problemproblem clear clear-cut-cut??

Does the leader have necessary skills to use Does the leader have necessary skills to use consultation and group decision making?consultation and group decision making?

Do the subordinates share the leader’s objectives?Do the subordinates share the leader’s objectives?

Decision AcceptanceDecision Acceptance The extent to which the persons who must implement the decision The extent to which the persons who must implement the decision

believe in it and are motivated to make it work.believe in it and are motivated to make it work. Is decision acceptance by subordinates important?Is decision acceptance by subordinates important?

– Does the leader depend on the subordinates to implement the Does the leader depend on the subordinates to implement the decision?decision?

Can acceptance be achieved with an autocratic decision?Can acceptance be achieved with an autocratic decision?– leader has good understanding of the subordinate preferencesleader has good understanding of the subordinate preferences– subordinates share the objectives of the leadersubordinates share the objectives of the leader and leader can and leader can

persuade thempersuade them– the leader has the skills to persuade subordinates.the leader has the skills to persuade subordinates.– subordinates loyal to the leader and believe in his/her expertise.subordinates loyal to the leader and believe in his/her expertise.

If decision acceptance is unlikely with an autocratic decision, use a If decision acceptance is unlikely with an autocratic decision, use a participative decision procedure.participative decision procedure.

Group skills of the leader are important.Group skills of the leader are important.

Decision TimeDecision Time

Immediate crisisImmediate crisis Direct and overhead costsDirect and overhead costs Lost opportunitiesLost opportunities> Reach a decision as quickly as possible Reach a decision as quickly as possible

without jeopardizing decision quality without jeopardizing decision quality and acceptance. and acceptance.

Decision Time:Decision Time:– Autocratic - quickestAutocratic - quickest– Consultation - slowerConsultation - slower– Group - slowestGroup - slowest

THE DECISION MODEL

Decision Quality

Qualit not Important

Quality importantLeader has all info

Quality importantLeader does not have necessary info

Decision Acceptance

Not important orAssured w/ Autocratic

Important or NotAssured w/ Autocratic

AUTOCRATIC

AUTOCRATIC

GROUP

GROUP if consistent goals

CONSULTATION if inconsistent goals

CONSULTATION

GROUP if consistent goalsCONSULTATION

if inconsistent goals

Chapter 4 Chapter 4 ((Cont’dCont’d))

DelegationDelegation

To Delegate or Not to To Delegate or Not to DelegateDelegate

Strongly disagreeStrongly disagree Disagree Disagree NeutralNeutral Agree Strongly agree Agree Strongly agree11 22 3 3 4 4 55

1.1. Most of the time subordinates are to inexperienced to do a job, so I Most of the time subordinates are to inexperienced to do a job, so I prefer to do it myself._____prefer to do it myself._____

2.2. It takes more time to explain the job than to do the job myself. _____It takes more time to explain the job than to do the job myself. _____3.3. Mistakes by subordinates are too costly, so I don’t assign work to Mistakes by subordinates are too costly, so I don’t assign work to

them. _____them. _____4.4. In my position, I get quicker action by doing a job myself rather than In my position, I get quicker action by doing a job myself rather than

having a subordinate to do it. _____having a subordinate to do it. _____5.5. Some things simply should not be delegated. _____Some things simply should not be delegated. _____6.6. Many subordinates are detail specialists and lack the overall Many subordinates are detail specialists and lack the overall

knowledge required for a job out of their specialty; thus, they cannot knowledge required for a job out of their specialty; thus, they cannot be assigned additional job responsibilities. _____be assigned additional job responsibilities. _____

7.7. Subordinates are usually too busy to take on any more work. _____Subordinates are usually too busy to take on any more work. _____8.8. Most subordinates just aren’t ready to handle additional Most subordinates just aren’t ready to handle additional

responsibilities. _____responsibilities. _____9.9. As a manager, I should be entitled to make my own decisions about As a manager, I should be entitled to make my own decisions about

my doing detail work rather than administrative workmy doing detail work rather than administrative work

TOTAL _____TOTAL _____

DelegationDelegation

Assignment of new responsibilities Assignment of new responsibilities to subordinates and additional to subordinates and additional authority to carry them out.authority to carry them out.

VarVarieties of Delegationieties of Delegation

The variety and magnitude of The variety and magnitude of responsibilities.responsibilities.

The amount of discretion or range of The amount of discretion or range of choice allowed in deciding how to choice allowed in deciding how to carry out responsibilities.carry out responsibilities.

The authority to take action and The authority to take action and implement decisions without prior implement decisions without prior approval.approval.

The frequency and nature of reporting The frequency and nature of reporting requirements.requirements.

The flow of performance information.The flow of performance information.

Advantages of Advantages of delegationdelegation Improved decision qualityImproved decision quality Increased commitmentIncreased commitment Job enrichmentJob enrichment Subordinate developmentSubordinate development Efficient time managementEfficient time management

Reasons for lack of Reasons for lack of delegationdelegation Lack of confidence in subordinatesLack of confidence in subordinates Fear of being blamed for Fear of being blamed for

subordinates’ mistakessubordinates’ mistakes Strong for need powerStrong for need power Subordinates have interdependent Subordinates have interdependent

jobs & Standardization is importantjobs & Standardization is important Mistrust of subordinatesMistrust of subordinates

What to Delegate?What to Delegate?

Tasks that can be done better by Tasks that can be done better by subordinatessubordinates

Tasks that are urgent but not high Tasks that are urgent but not high prioritypriority

Tasks relevant to a subordinate’s careerTasks relevant to a subordinate’s career Tasks appropriate for subordinate’s Tasks appropriate for subordinate’s

abilityability Pleasant and unpleasant tasksPleasant and unpleasant tasks Tasks not central to manager’s roleTasks not central to manager’s role

What not to delegateWhat not to delegate

Personnel mattersPersonnel matters Confidential activitiesConfidential activities CrisesCrises Tasks delegated to you personallyTasks delegated to you personally

How to DelegateHow to Delegate Specify responsibilities and check for Specify responsibilities and check for

comprehensioncomprehension Provide adequate authority and specify Provide adequate authority and specify

limits of discretionlimits of discretion Specify reporting requirementsSpecify reporting requirements Ensure subordinates acceptance of Ensure subordinates acceptance of

responsibilitiesresponsibilities Inform others who need to knowInform others who need to know Monitor progressMonitor progress Arrange for the subordinate to receive Arrange for the subordinate to receive

necessary informationnecessary information Provide support and assistance, but avoid Provide support and assistance, but avoid

reverse delegationreverse delegation Make mistakes a learning experienceMake mistakes a learning experience

Potential Pitfalls of Potential Pitfalls of DelegationDelegation Misunderstanding the assignment and the Misunderstanding the assignment and the

manager’s expectations.manager’s expectations. Feeling that assignment surpasses their Feeling that assignment surpasses their

ability and being embarrassed by failure.ability and being embarrassed by failure. Not being given the authority to complete Not being given the authority to complete

the assignment or the discretion to choose the assignment or the discretion to choose the manner of completion.the manner of completion.

Lack of time Lack of time Assigning a lower priority than the one Assigning a lower priority than the one

assigned to it by the managerassigned to it by the manager Lack of motivationLack of motivation

Delegation ModelDelegation Model

Explain the need for delgatExplain the need for delgating and the ing and the reasons for selecting the employee.reasons for selecting the employee.

Set objectives that define Set objectives that define responsibility, level of authority, and responsibility, level of authority, and deadline.deadline.

Develop a plan.Develop a plan. Establish control checkpoints and hold Establish control checkpoints and hold

employees accountable.employees accountable.

Chapter 5Chapter 5

The The DyadDyadic Approach to ic Approach to LeadershipLeadership

Key DefinitionsKey Definitions

Dyad: A group of two.Dyad: A group of two. Dyadic: The relationship between a Dyadic: The relationship between a

leader and each follower in a work unit.leader and each follower in a work unit. Dyadic theory: Approach to leadership Dyadic theory: Approach to leadership

that attempts to explain why leaders that attempts to explain why leaders vary their behavior with different vary their behavior with different followers.followers.

Central idea: A leader will form different Central idea: A leader will form different relationships with different followers.relationships with different followers.

Evolution of The Evolution of The Dyadic ApproachDyadic Approach

Vertical Dyadic Linkage Theory (VDL): Vertical Dyadic Linkage Theory (VDL): Leaders’ Leaders’ behaviors and traits have differential impact behaviors and traits have differential impact across followers creating in-groups and out-across followers creating in-groups and out-groupsgroups..

Leader-Member Exchange Theory (LMX): Leader-Member Exchange Theory (LMX): – Extension of VDLExtension of VDL– Focuses on the quality of the dyadic relationship and Focuses on the quality of the dyadic relationship and

its effects on the organizational outcomes over time.its effects on the organizational outcomes over time. Partnership/team building: Leaders can create Partnership/team building: Leaders can create

positive relationships with every subordinate.positive relationships with every subordinate. Systems and Networks: Dyads can be created Systems and Networks: Dyads can be created

in all directin all directions across levels and boundaries to ions across levels and boundaries to build networks that enhance performance.build networks that enhance performance.

Vertical Dyadic Vertical Dyadic LinkageLinkage

Emphasizes importance of the dyad formed by the leader Emphasizes importance of the dyad formed by the leader with each subordinate.with each subordinate.

Leaders develop unique working relationships with each Leaders develop unique working relationships with each member and by so doing, they create in-groups and out-member and by so doing, they create in-groups and out-groups.groups.

Two kinds of relationships occur among leaders and Two kinds of relationships occur among leaders and followers – in- and out-group.followers – in- and out-group.

How does a leader create in-groups and out-groups? How does a leader create in-groups and out-groups? How do these relationships affect the types of power and How do these relationships affect the types of power and

influence tactics leaders use? influence tactics leaders use? By focusing on the relationship between a leader and By focusing on the relationship between a leader and

each follower, VDL research found great variance of each follower, VDL research found great variance of leader style and impact within a group of followers.leader style and impact within a group of followers.

In-Group vs. Out-GroupIn-Group vs. Out-Group

Followers with strong social ties Followers with strong social ties to their leader in a people-to their leader in a people-oriented relationship oriented relationship characterized by high mutual characterized by high mutual trust, exchange, loyalty, and trust, exchange, loyalty, and influence.influence.

Leader uses expert, referent, and Leader uses expert, referent, and reward power.reward power.

Leaders have more influence but Leaders have more influence but can’t use legitimate or coercive can’t use legitimate or coercive powerpower

Invited to decision making, given Invited to decision making, given additional responsibility, have additional responsibility, have greater access to the leader.greater access to the leader.

Experience mutual influence and Experience mutual influence and collaborative effortcollaborative effort

Leader grants special favorsLeader grants special favors Have certain obligationsHave certain obligations

Followers with little or no social Followers with little or no social ties to the leader in a strictly task-ties to the leader in a strictly task-oriented relationship characterized oriented relationship characterized by low exchange, lack of trust and by low exchange, lack of trust and loyalty, and top-down influence.loyalty, and top-down influence.

Leaders use reward, legitimate, Leaders use reward, legitimate, and coercive power.and coercive power.

Need only comply with formal role Need only comply with formal role requirements. requirements.

Such compliance leads to Such compliance leads to standard benefits for the job and standard benefits for the job and no more.no more.

Managed according to the Managed according to the employment contract.employment contract.

Receive little inspiration, Receive little inspiration, encouragement, or recognitionencouragement, or recognition

Does not experience positive Does not experience positive relationshipsrelationships

Leader-Member Exchange Leader-Member Exchange TheoryTheory

Extension of VDLExtension of VDL Attempts to understand the quality of each dyadic Attempts to understand the quality of each dyadic

relationship and its effects on organizational relationship and its effects on organizational outcomes over time.outcomes over time.

What are the attributes of high-quality relationships?What are the attributes of high-quality relationships? Which influential factors and leader behaviors Which influential factors and leader behaviors

enhance high quality leader-member exchange enhance high quality leader-member exchange relationships?relationships?

What are the effects of variance in the quality of What are the effects of variance in the quality of relationships as revealed through research?relationships as revealed through research?

To what extent does bias affect the quality of To what extent does bias affect the quality of relationships between leaders and followers, and how relationships between leaders and followers, and how does it influence their affective, behavioral, and does it influence their affective, behavioral, and organization-related performance?organization-related performance?

Attributes of High Quality LMX Attributes of High Quality LMX RelationshipsRelationships

Greater levels of leader support and guidance, Greater levels of leader support and guidance, higher levels of follower satisfaction and higher levels of follower satisfaction and performance, wide latitude of discretion for performance, wide latitude of discretion for followers, and lower levels of follower turnover.followers, and lower levels of follower turnover.

A favorable relationship is more likely when the A favorable relationship is more likely when the follower is perceived to be competent and follower is perceived to be competent and dependable, and the follower’s values and dependable, and the follower’s values and attitudes are similar to those of the leaderattitudes are similar to those of the leader

Impression Management: A follower’s effort to Impression Management: A follower’s effort to project a favorable image in order to gain an project a favorable image in order to gain an immediate benefit or improve long-term immediate benefit or improve long-term relationships.relationships. Ingratiation – Effort to appear supportive, Ingratiation – Effort to appear supportive,

appreciative, and respectful.appreciative, and respectful. Self-Promotion – Effort to appear competent and Self-Promotion – Effort to appear competent and

dependabledependable

Effects of High Quality LMX Effects of High Quality LMX RelationshipsRelationships

Performance ratingsPerformance ratings TurnoverTurnover Ratings of organizational climateRatings of organizational climate Job performanceJob performance Benefits to the in-group memberBenefits to the in-group member Benefits to the leaderBenefits to the leader Obligations of the leaderObligations of the leader Obligations of the in-group memberObligations of the in-group member

Partnership BuildingPartnership Building

Can leaders develop positive Can leaders develop positive relationships with a large number relationships with a large number of subordinates?of subordinates?

Leaders can develop a unique, Leaders can develop a unique, beneficial relationship with each beneficial relationship with each subordinate and provide all subordinate and provide all employees with access to high employees with access to high quality leader-member exchanges.quality leader-member exchanges.

Systems and NetworksSystems and Networks

Leader dyads can be expanded to Leader dyads can be expanded to larger systems.larger systems.

Leaders should build networks of Leaders should build networks of one-on-one relationships and one-on-one relationships and create positive relationships with create positive relationships with as many people as possible.as many people as possible.

FollowershipFollowership

DefinitionDefinition One who subscribes to the teachings of One who subscribes to the teachings of

another; an attendant, servant or subordinate; another; an attendant, servant or subordinate; one who emulates …or agrees with another; one who emulates …or agrees with another; one who accepts guidance or leadership of one who accepts guidance or leadership of another (The American Heritage Dictionary).another (The American Heritage Dictionary).

A follower is a person who is being influenced A follower is a person who is being influenced by a leader.by a leader.

Followership is an interactive role individuals Followership is an interactive role individuals play that complements the leadership role and play that complements the leadership role and is equivalent to it in importance for achieving is equivalent to it in importance for achieving organizational goals.organizational goals.

Degree of enthusiasm, cooperation, effort, Degree of enthusiasm, cooperation, effort, active participation, task competence, and active participation, task competence, and critical thinkingcritical thinking

Examples of Effective Examples of Effective FollowershipFollowership

Demonstrating job knowledge and competence while working Demonstrating job knowledge and competence while working without close supervision and completing tasks on time.without close supervision and completing tasks on time.

Demonstrating independent critical thinking by developing Demonstrating independent critical thinking by developing one’s own opinions and ideas that show inventiveness and one’s own opinions and ideas that show inventiveness and creativity.creativity.

Showing initiative in taking on responsibilities, participating Showing initiative in taking on responsibilities, participating actively, seeing tasks through to completion, and taking actively, seeing tasks through to completion, and taking responsibility for one’s own career development.responsibility for one’s own career development.

Speaking up frequently to offer information, share viewpoints, Speaking up frequently to offer information, share viewpoints, or take issue with decisions or actions that may be unethical or or take issue with decisions or actions that may be unethical or ill-advised.ill-advised.

Exerting influence on the leader to help the leader avoid costly Exerting influence on the leader to help the leader avoid costly mistakes.mistakes.

Demonstrating a concern for both performance and supportive Demonstrating a concern for both performance and supportive friendly atmosphere within the work group.friendly atmosphere within the work group.

Examples of Ineffective Examples of Ineffective FollowershipFollowership

Witholding effortWitholding effort Allowing someone else to make the Allowing someone else to make the

decision for which they are responsible and decision for which they are responsible and readily do whatever they are told.readily do whatever they are told.

Averting their eyes from wrongdoing rather Averting their eyes from wrongdoing rather than stopping it.than stopping it.

Unwilling to disturb the status quo to do Unwilling to disturb the status quo to do something worthwhilesomething worthwhile

Expecting training and development to be Expecting training and development to be served to them.served to them.

Follower Influencing Follower Influencing CharacteristicsCharacteristics Follower powerFollower power

– Expert powerExpert power– Referent powerReferent power– Position power – information, Position power – information,

location, accesslocation, access Follower locus of controlFollower locus of control Follower education and Follower education and

experienceexperience

How to be an effective How to be an effective follower?follower? Offer supportOffer support Take initiativeTake initiative Play counseling and coaching roles to Play counseling and coaching roles to

the leader, when appropriatethe leader, when appropriate Raise issues/concerns when necessaryRaise issues/concerns when necessary Seek and encourage honest feedback Seek and encourage honest feedback

from the leaderfrom the leader Clarify your role and expectationsClarify your role and expectations

How to be an effective How to be an effective follower?follower? Show appreciationShow appreciation Keep the leader informedKeep the leader informed Resist inappropriate influence of Resist inappropriate influence of

leaderleader

AttrAttribution Theory, ibution Theory, Biases, & Self-Biases, & Self-ManagementManagement

Attribution TheoryAttribution Theory Attribution: how we explain other Attribution: how we explain other

people’s behaviorpeople’s behavior Is behavior internally or externally Is behavior internally or externally

determined?determined? External attributions – external causeExternal attributions – external cause

– Sally has low performance because her Sally has low performance because her machine is oldmachine is old

Internal attributions – internal causeInternal attributions – internal cause– Bill has low performance because he is lazyBill has low performance because he is lazy

Prentice Hall, 2001Prentice Hall, 2001 Chapter 5Chapter 5 126126

Attribution of Cause

InterpretationObservation

Attribution Attribution

Theory andTheory and

IndividualIndividual

BehaviorBehavior

ExternalExternal

ExternalExternal

InternalInternal

InternalInternal

InternalInternal

DistinctivenessDistinctiveness

ConsensusConsensus

ConsistencyConsistency

HighHigh

LowLow

HighHigh

LowLow

HighHigh

LowLow

ExternalExternal

BiasesBiases

Fundamental Attribution Error: Tendency to Fundamental Attribution Error: Tendency to explain other people’s behavior with internal explain other people’s behavior with internal attributions and to underemphasize plausible attributions and to underemphasize plausible situational causes of the behavior in questionsituational causes of the behavior in question

Self-Serving Bias: The tendency to deny Self-Serving Bias: The tendency to deny personal responsibility for poor performance but personal responsibility for poor performance but to accept personal responsibility for high to accept personal responsibility for high performance when explaining our own behaviorperformance when explaining our own behavior

The type of exchange relationship influences the The type of exchange relationship influences the leader’s interpretation of the follower’s behaviorleader’s interpretation of the follower’s behavior

Self-ManagementSelf-Management

A set of strategies a person uses A set of strategies a person uses to influence and improve her to influence and improve her behavior.behavior.

See table 5-4 for a list of self-See table 5-4 for a list of self-management strategies.management strategies.

Superleadership: The process of Superleadership: The process of developing self-leadership in developing self-leadership in others.others.

Some Suggestions for Some Suggestions for Effective Leader Effective Leader FeedbackFeedback

Take a supportive, problem solving approachTake a supportive, problem solving approach Stay calm and professionalStay calm and professional Avoid a rush to judgmentAvoid a rush to judgment State the deficiency in specific termsState the deficiency in specific terms Explain the negative impact of ineffective behaviorExplain the negative impact of ineffective behavior Help the follower identify reasons for poor Help the follower identify reasons for poor

performance and suggest remedies for changeperformance and suggest remedies for change Reach agreement on specific action plansReach agreement on specific action plans Summarize the discussion and verify agreementSummarize the discussion and verify agreement

Monitoring and Monitoring and Reviewing ProgressReviewing Progress

Monitoring & Monitoring & Reviewing ProgressReviewing Progress Involve gathering information about:Involve gathering information about: The progress of the workThe progress of the work The success of projects or programsThe success of projects or programs The performance of individual The performance of individual

subordinatessubordinates The quality of products or servicesThe quality of products or services The concerns of customersThe concerns of customers Changes in the external environmentChanges in the external environment

When monitoring is When monitoring is insufficient:insufficient: Failure to detect problems before they Failure to detect problems before they

become seriousbecome serious Declining qualityDeclining quality Low productivityLow productivity Employee dissatisfactionEmployee dissatisfaction Customer dissatisfactionCustomer dissatisfaction Projects behind schedulesProjects behind schedules Customer preferencesCustomer preferences New technologiesNew technologies

Unable to provide recognition Unable to provide recognition Unable to identify subordinates Unable to identify subordinates

who need helpwho need help Unable to evaluate performance Unable to evaluate performance

of subordinatesof subordinates Unable to determine a sound Unable to determine a sound

basis to allocate rewardsbasis to allocate rewards

When monitoring is When monitoring is insufficient:insufficient:

Requirements for Requirements for Effective MonitoringEffective Monitoring Network of contactsNetwork of contacts Organizational systems such as Organizational systems such as

Information systems and control Information systems and control systemssystems

Formal goal setting programs Formal goal setting programs such as MBOsuch as MBO

Good relations with subordinatesGood relations with subordinates

Monitoring is Monitoring is especially important ifespecially important if Subordinates are inexperienced Subordinates are inexperienced

and unskilledand unskilled Mistakes and accidents would be Mistakes and accidents would be

expensiveexpensive Task is difficult and complexTask is difficult and complex Interdependence is highInterdependence is high Disruptions are likelyDisruptions are likely

Forms of MonitoringForms of Monitoring

ObservationObservation Reading reportsReading reports Inspecting quality of product Inspecting quality of product

samplessamples Surveying customer/employeesSurveying customer/employees Holding meetings – Progress Holding meetings – Progress

review meetingsreview meetings

Progress Review Progress Review MeetingsMeetings Facilitate correction of Facilitate correction of

performance problemsperformance problems Help a managers to determine if a Help a managers to determine if a

a subordinate needs helpa subordinate needs help Improve manager-subordinate Improve manager-subordinate

communicationcommunication Help assess if goals and plans are Help assess if goals and plans are

realisticrealistic

Timing of meetingsTiming of meetings Preparation for meetingsPreparation for meetings Identifying reasons for Identifying reasons for

unsatisfactory progressunsatisfactory progressSituational causesSituational causesDeficiencies in subordinate skill or Deficiencies in subordinate skill or

motivationmotivation

Progress Review Progress Review MeetingsMeetings

Procedures for Progress Review Procedures for Progress Review MeetingsMeetings

Review purpose and show enthusiasmReview purpose and show enthusiasm Begin with a high priority goalBegin with a high priority goal Ask the subordinate to summarize progress on the Ask the subordinate to summarize progress on the

goalgoal Explore any disagreements about progressExplore any disagreements about progress Explore reasons why progress is not on targetExplore reasons why progress is not on target Consider potential problems that could delay progressConsider potential problems that could delay progress Ask the subordinate to suggest corrective actionsAsk the subordinate to suggest corrective actions Record level of progress and agreements on action Record level of progress and agreements on action

stepssteps Summarize the discussionSummarize the discussion

ChapterChapter 66

Power & Power & InfluenceInfluence

A Model of Power and A Model of Power and InfluenceInfluence

ManagerPower

InfluenceBehavior

Outcomes

Manager Skills

Outcomes of Influence Outcomes of Influence AttemptsAttempts Commitment: Most successful; the person Commitment: Most successful; the person

is enthusiastic about carrying out the is enthusiastic about carrying out the request and makes a maximum effort.request and makes a maximum effort.

Compliance: Partially successful; the Compliance: Partially successful; the person is apathetic about carrying out person is apathetic about carrying out the request and makes only a minimal the request and makes only a minimal effort.effort.

Resistance: Unsuccessful; the person is Resistance: Unsuccessful; the person is opposed to carrying out the request and opposed to carrying out the request and tries to avoid doing it.tries to avoid doing it.

Influence ProcessesInfluence Processes

Instrumental compliance: Carries out the Instrumental compliance: Carries out the requested action to obtain a tangible requested action to obtain a tangible reward or avoid a punishment controlled reward or avoid a punishment controlled by the agent.by the agent.

Internalization: Carries out the requested Internalization: Carries out the requested action because it appears to be intrinsically action because it appears to be intrinsically desirable and correct in relation to his desirable and correct in relation to his values, beliefs, and self image.values, beliefs, and self image.

Personal identification: Imitates the agent’s Personal identification: Imitates the agent’s behavior or adopts the same attitudes to behavior or adopts the same attitudes to please the agent and to be like the agent.please the agent and to be like the agent.

PowerPower

The potential of one person (agent) to The potential of one person (agent) to exert influence on another person (target).exert influence on another person (target).

Stems from the dependency of the target Stems from the dependency of the target person on the agent personperson on the agent person

Sources of PowerSources of Power – PersonPersonaall– PosPositionition

Determines whether influence attempts Determines whether influence attempts will be successful.will be successful.

Position PowerPosition Power

Legitimate Power: The lawful right to make a Legitimate Power: The lawful right to make a decision and expect compliance.decision and expect compliance.

Reward Power: The perception that the Reward Power: The perception that the manager controls important rewardsmanager controls important rewards

Coercive Power: Power to punish for Coercive Power: Power to punish for noncompliance.noncompliance.

Information Power: Control over access to and Information Power: Control over access to and distribution of information.distribution of information.

Ecological Power: Control over the physical Ecological Power: Control over the physical environment, technology, and organization of environment, technology, and organization of work.work.

Personal PowerPersonal Power

Expert Power: Power stemming Expert Power: Power stemming from specialized knowledge and from specialized knowledge and skills.skills.

Referent Power: Desire of others Referent Power: Desire of others to please a manager toward to please a manager toward whom they have a strong feelings whom they have a strong feelings of affection, admiration, and of affection, admiration, and loyalty.loyalty.

Influence SkillsInfluence Skills

Diagnostic skills: Diagnostic skills: – E.g. empathy, insight, social sensitivityE.g. empathy, insight, social sensitivity– Help select an appropriate influence tacticHelp select an appropriate influence tactic– Analyze the situation and understand the Analyze the situation and understand the

motives and values of the target personsmotives and values of the target persons Execution skills:Execution skills:

– Persuasiveness, decisiveness, bargaining Persuasiveness, decisiveness, bargaining ability, and acting abilityability, and acting ability

Influence TacticsInfluence Tactics

Legitimating TacticLegitimating Tactic Rational PersuasionRational Persuasion Exchange TacticExchange Tactic Personal AppealsPersonal Appeals Inspirational AppealInspirational Appeal ConsultationConsultation Pressure TacticPressure Tactic Coalition TacticCoalition Tactic

Legitimating TacticsLegitimating Tactics

RequestRequest based on legitimate power based on legitimate power Forms of behavior that establish the Forms of behavior that establish the

legitimacy of a request:legitimacy of a request:– Providing evidence of prior precedentProviding evidence of prior precedent– Showing consistency with organizational policiesShowing consistency with organizational policies– Showing consistency with the duties and Showing consistency with the duties and

responsibilities of the person’s positionresponsibilities of the person’s position– Indicating that the request endorsed by higher Indicating that the request endorsed by higher

managementmanagement Usually results in minimal complianceUsually results in minimal compliance

Rational PersuasionRational Persuasion

Involves use of expertise to present Involves use of expertise to present logical arguments, backed by factual logical arguments, backed by factual evidenceevidence

Appropriate when target person has Appropriate when target person has compatible goalscompatible goals– Identify target person’s goals firstIdentify target person’s goals first

Requires technical knowledge, being Requires technical knowledge, being recognized as credible and trustworthy, recognized as credible and trustworthy, and skills in persuasive speakingand skills in persuasive speaking

Inspirational AppealInspirational Appeal

Attempt to arouse emotions as the Attempt to arouse emotions as the mechanisms for motivating mechanisms for motivating commitmentcommitment

Involves using target person’s values Involves using target person’s values and ideals to motivate him to do a taskand ideals to motivate him to do a task

Requires insight into the values, Requires insight into the values, hopes, and fears of the target person/s hopes, and fears of the target person/s and communication skillsand communication skills

Research on transformational leadersResearch on transformational leaders

ConsultationConsultation

Attempt to increase the Attempt to increase the motivation of a person by motivation of a person by allowing him to participate in allowing him to participate in making the decision.making the decision.

Appropriate when the target has Appropriate when the target has compatible goalscompatible goals

Exchange TacticsExchange Tactics

Involves the explicit or implicit offer of Involves the explicit or implicit offer of rewards for doing what is requestedrewards for doing what is requested

Appropriate when the target is indifferent or Appropriate when the target is indifferent or reluctantreluctant

First identify which of the rewards controlled First identify which of the rewards controlled by you are desired by the targetby you are desired by the target

It may not be clear what rewards you controlIt may not be clear what rewards you control Maintain credibilityMaintain credibility Use incentive sparinglyUse incentive sparingly

Personal AppealsPersonal Appeals

Involves asking s.o. to do a favor Involves asking s.o. to do a favor based on friendship or loyaltybased on friendship or loyalty

Requires considerable referent power Requires considerable referent power and the request should be perceived and the request should be perceived as important to the manageras important to the manager

Use sparinglyUse sparingly Make an effort to maintain strong Make an effort to maintain strong

personal relationshipspersonal relationships

IngratiationIngratiation

Involves behavior that makes s.o. Involves behavior that makes s.o. feel better about youfeel better about you

When sincere, strengthen When sincere, strengthen friendship and provide a strong friendship and provide a strong basis for influencebasis for influence

Pressure tacticsPressure tactics

Include coercion, intimidation, Include coercion, intimidation, and pushy behaviorand pushy behavior

Compliance is greatest if threat is Compliance is greatest if threat is seen credibleseen credible

Use as last resort – serious side Use as last resort – serious side effectseffects

Coalition TacticsCoalition Tactics

Indirect influence attempt which Indirect influence attempt which involves getting the support of involves getting the support of other peopleother people

Coalition partners can be active Coalition partners can be active or passiveor passive

Can be used in combination with Can be used in combination with other tacticsother tactics

New TacticsNew Tactics

Collaboration: Involves reducing Collaboration: Involves reducing the difficulty or costs of carrying the difficulty or costs of carrying out a requestout a request

Apprising: Involves explaining Apprising: Involves explaining why a request is likely to benefit why a request is likely to benefit the targetthe target

Chapter 8Chapter 8

ContContingency Theoriesingency Theories

Contingency TheoriesContingency Theories“When and under what circumstances “When and under what circumstances is a particular leadership style is a particular leadership style preferable to others?”preferable to others?”

There is no one best way to leadThere is no one best way to lead Leadership effectiveness = f(leader, Leadership effectiveness = f(leader,

situation)situation) Leaders are most effective when they make Leaders are most effective when they make

their behavior contingent upon situational their behavior contingent upon situational forces.forces.

Goal: To understand how different Goal: To understand how different situations affect leadership success. situations affect leadership success.

Contingency TheoriesContingency Theories

Fielder’s Contingency TheoryFielder’s Contingency Theory Path-Goal TheoryPath-Goal Theory Substitutes for LeadershipSubstitutes for Leadership Cognitive Resources TheoryCognitive Resources Theory Multiple Linkage ModelMultiple Linkage Model

Fiedler's Contingency TheoryFiedler's Contingency Theory Assumption: Good leadership depends on the match Assumption: Good leadership depends on the match

between leadership style and situational demands.between leadership style and situational demands. Leadership style - Least-Preferred Coworker ScaleLeadership style - Least-Preferred Coworker Scale Relationship-motivated leader is concerned with peopleRelationship-motivated leader is concerned with people

OROR Task-motivated leader is primarily motivated by task Task-motivated leader is primarily motivated by task

accomplishment.accomplishment. Leadership style is part of one’s personality.Leadership style is part of one’s personality. Leadership Success <= Putting the styles to work in Leadership Success <= Putting the styles to work in

situations for which they are good fits.situations for which they are good fits.

Fiedler’s Contingency TheoryFiedler’s Contingency Theory

1. Understanding the leadership style:1. Understanding the leadership style: Determined by Least-Preferred Coworker (LPC) Determined by Least-Preferred Coworker (LPC)

Scale.Scale. High LPC leader: Tendency to a relationship-High LPC leader: Tendency to a relationship-

oriented leadership styleoriented leadership style Low LPC leader: Tendency to a task-oriented Low LPC leader: Tendency to a task-oriented

leadership style.leadership style.2. Diagnosing the leadership situation: to 2. Diagnosing the leadership situation: to

identify the extent of control a situation allows identify the extent of control a situation allows a leader:a leader:

Quality of leader-member relations (good-poor)Quality of leader-member relations (good-poor) Degree of task structure (high-low)Degree of task structure (high-low) Amount of position power (strong-weak)Amount of position power (strong-weak)

3. Matching the leadership style and the 3. Matching the leadership style and the situation situation

Neither the task-oriented nor the Neither the task-oriented nor the relationship-oriented style is effective all relationship-oriented style is effective all the time.the time.

A task-oriented leadership will be most A task-oriented leadership will be most successful in either very favorable or very successful in either very favorable or very unfavorable situations.unfavorable situations.

A relationship-oriented leadership will be A relationship-oriented leadership will be most successful in situations of moderate most successful in situations of moderate controlcontrol

Fiedler’s Contingency TheoryFiedler’s Contingency Theory

Fiedler’s Contingency Fiedler’s Contingency ModelModelFiedler’s Contingency Fiedler’s Contingency ModelModel

GOOD POORGOOD POOR

HIGH LO W HIGH LOW HIGH LO W HIGH LOW

SS WW SS WW SS WW SS WW

Leader-MemberRelations

TaskStructure

PositionPower

Kinds ofLeadershipSituations

VeryFavorable

VeryUnfavorable

I II III IV V VI VII VIII1

Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.

ImplicationsImplications

Improve leader-member relationsImprove leader-member relations Initiate structure Initiate structure Exercise more position powerExercise more position power

Path-Goal TheoryPath-Goal Theory

An effective leader clarifies paths through An effective leader clarifies paths through which subordinates can achieve goals and which subordinates can achieve goals and increases the rewards they value.increases the rewards they value.

Increasing Rewards: The leader talks with Increasing Rewards: The leader talks with subordinates to learn which rewards are subordinates to learn which rewards are important to them. Then, aligns these important to them. Then, aligns these rewards with task accomplishment.rewards with task accomplishment.

Path Clarification: The leader helps Path Clarification: The leader helps subordinates learn the behaviors that lead subordinates learn the behaviors that lead to task accomplishment and rewards.to task accomplishment and rewards.

Leader defines whatfollower must to do

attain work outcomes

Leader clarifiesfollower’s work role

Follower has increasedknowledge and confidence

to accomplish outcome

Follower displays increasedeffort and motivation

Organizational workoutcomes are accomplished

Leader learnsfollower’s needs

Leader matches follower’sneeds to rewards if work

outcomes are accomplished

Leader increases value ofwork outcomes for follower

Path ClarificationPath Clarification Increase RewardsIncrease Rewards

Four leadership Styles:Four leadership Styles: Directive leadership: Giving directions, scheduling Directive leadership: Giving directions, scheduling

their work, establishing performance standards.their work, establishing performance standards. Supportive leadership: Making work pleasant, being Supportive leadership: Making work pleasant, being

friendly, showing concern.friendly, showing concern. Achievement-oriented leadership: Setting Achievement-oriented leadership: Setting

challenging goals, displaying confidence, expecting challenging goals, displaying confidence, expecting high levels of performance from subordinates.high levels of performance from subordinates.

Participative leadership: Involving subordinates in Participative leadership: Involving subordinates in decision making.decision making.

Types of behavior that every leader can adopt Types of behavior that every leader can adopt depending on the situation.depending on the situation.

Path-Goal TheoryPath-Goal Theory

Path-Goal Theory•Choice depends on work environment –task structure, formal authority and work group- and subordinates’ personal characteristics -authoritarianism, locus of control, ability. •Managerial Implications:

•Leaders should switch their behavior to match the situation.•Managers must use the leadership style that complements the needs of the situation.

•Common Managerial Situations:job assignments are unclear - Directive Leadershipworker self-confidence is low - Supportive Leadershipperformance incentives are poor - Participative Leadershiptask challenge is insufficient - Achievement-Oriented

Leadership

Substitutes for Substitutes for LeadershipLeadership

Aspects of the work setting and the people involved Aspects of the work setting and the people involved that can reduce the need of a leader’s personal that can reduce the need of a leader’s personal involvement or neutralize the effect of a leader.involvement or neutralize the effect of a leader.

Organizational VariablesOrganizational Variables* Group cohesivenessGroup cohesiveness* FormalizationFormalization* Task characteristicsTask characteristics* Highly structured taskHighly structured task* Automatic feedbackAutomatic feedback* Intrinsic satisfactionIntrinsic satisfaction

Substitutes for Substitutes for LeadershipLeadership Subordinate characteristicsSubordinate characteristics* ProfessionalismProfessionalism* Training/experienceTraining/experience

The MultThe Multiple Linkage iple Linkage ModelModel Four types of variables:Four types of variables: Leader behaviorLeader behavior Intervening variablesIntervening variables Criterion variablesCriterion variables Situational variablesSituational variables Focuses on the performance of a Focuses on the performance of a

work groupwork group

Intervening VariablesIntervening Variables

Task commitmentTask commitment Ability and role clarityAbility and role clarity Organization of the workOrganization of the work Cooperation and mutual trustCooperation and mutual trust Resources and supportResources and support External coordinationExternal coordination

Key IdeasKey Ideas Intervening variables determine group Intervening variables determine group

performance.performance. Group leader can increase/decrease group Group leader can increase/decrease group

effectiveness through influencing effectiveness through influencing intervening variables.intervening variables.

Aspects of the situation influence the Aspects of the situation influence the current level intervening variables current level intervening variables independent of leader behavior.independent of leader behavior.

Leaders can improve group performance by Leaders can improve group performance by correcting any deficiencies in the correcting any deficiencies in the intervening variables.intervening variables.

Leaders should make the conditions more Leaders should make the conditions more favorable over the long-run.favorable over the long-run.

Situational VariablesSituational Variables

Formal reward systemFormal reward system Intrinsically motivating jobIntrinsically motivating job Prior training and experience of subordinatesPrior training and experience of subordinates Task structureTask structure Type of technologyType of technology Competitive strategyCompetitive strategy Size of the groupSize of the group Group homogeneityGroup homogeneity Formal budget systemsFormal budget systems Inventory systemsInventory systems Organization structureOrganization structure

Leader ActionsLeader Actions

Offer special incentivesOffer special incentives Set specific goalsSet specific goals Reorganize activitiesReorganize activities Build and emphasize common Build and emphasize common

group identitygroup identity Obtain needed resourcesObtain needed resources Improve external coordinationImprove external coordination

Situational VariablesSituational Variables - - NeutralizersNeutralizers Leader’s position powerLeader’s position power Organizational policiesOrganizational policies TechnologyTechnology Legal-contractual restrictionsLegal-contractual restrictions

CognCognitive Resources Theoryitive Resources Theory Do situations arise in which leader’s intelligence and other cognitive Do situations arise in which leader’s intelligence and other cognitive

abilities can be a disadvantage?abilities can be a disadvantage? How does stress impact a leader’s effectiveness?How does stress impact a leader’s effectiveness? Two leader characteristics: intelligence and experienceTwo leader characteristics: intelligence and experience Contingency variable: stressContingency variable: stress Propositions:Propositions: Leader’s intelligence can contribute positively to group performance Leader’s intelligence can contribute positively to group performance

when the leader is directive.when the leader is directive. Stress moderates the relationship between intelligence and Stress moderates the relationship between intelligence and

performance:performance: When the situation is not stressful, leader’s intelligence is an asset When the situation is not stressful, leader’s intelligence is an asset

.. In times of high stress leader’s intelligence can either detract from In times of high stress leader’s intelligence can either detract from

or have no impact on group performance.or have no impact on group performance. A leader’s experience is positively related to group performance in A leader’s experience is positively related to group performance in

high-stress situations but not in low-stress situations.high-stress situations but not in low-stress situations. Implication: The role of stress in leadership situations must be Implication: The role of stress in leadership situations must be

considered.considered.

Chapter 9Chapter 9

CharCharismatic and ismatic and Transformational LeadershipTransformational Leadership

ContributionsContributions

Look at different aspects of Look at different aspects of leadersleaders

Highlight the importance of Highlight the importance of followers’ emotionsfollowers’ emotions

Focus on the leaders at top levels Focus on the leaders at top levels of organizationsof organizations

CharismaCharisma Divine gift of graceDivine gift of grace Max Weber => a type of influence based on Max Weber => a type of influence based on

exceptional qualities of an individual personexceptional qualities of an individual person– heroic acts heroic acts – advocating revolutionary missionadvocating revolutionary mission

Today =>endowment of exceptional qualities and Today =>endowment of exceptional qualities and high self-esteem and referent power from followers.high self-esteem and referent power from followers.

Definition: A distinct social relationship between the Definition: A distinct social relationship between the leader and follower in which the leader presents a leader and follower in which the leader presents a revolutionary idea or ideal which goes beyond the revolutionary idea or ideal which goes beyond the immediate or the reasonable; while the followers immediate or the reasonable; while the followers accept this course of action not because of its accept this course of action not because of its rational likelihood of success but because of an rational likelihood of success but because of an effective belief in the extraordinary qualities of the effective belief in the extraordinary qualities of the leader.leader.

Locus of CharismaLocus of Charisma

What causes a leader to be What causes a leader to be perceived as charismatic?perceived as charismatic?

SituationSituation Leader’s qualitiesLeader’s qualities Interaction of bothInteraction of both

Personal MeaningPersonal Meaning

Self-beliefSelf-belief LegacyLegacy SelflessnessSelflessness Cultural heritage and traditionsCultural heritage and traditions Political and social causesPolitical and social causes Faith and spiritualityFaith and spirituality ValuesValues Personal interestsPersonal interests

Behavioral Behavioral ComponentsComponents The discrepancy between the The discrepancy between the

status quo and future visionstatus quo and future vision Vision articulationVision articulation Role modelingRole modeling Use of unconventional strategiesUse of unconventional strategies A realistic assessment of A realistic assessment of

resources and constraintsresources and constraints

Charismatic Charismatic LeadershipLeadership An attribution made by followers An attribution made by followers

about leaders who exhibit certain about leaders who exhibit certain personal traits, abilities, and personal traits, abilities, and behaviors and who have behaviors and who have unusually strong influence on unusually strong influence on followers’ emotions, values, followers’ emotions, values, beliefs, attitudes, and behaviors.beliefs, attitudes, and behaviors.

Effects on Followers

Hi emotional Involvement &

attachment

Hi self-esteemExperienced

MeaningfulnessOf work

Hi trust, esteem,Acceptance,

Loyalty to leader

Hi satisfaction with

Leader,Work,

Organization

Hi commitment

Hi individualAnd group

performance

Key Skills,Characteristics

Assertive, dynamic,outgoing, and

forceful

Self-confidence,Self-assurance

Communication&

Rhetorical skills

Referent &Expert power

Need for power

Hi riskorientation

VisionInspire trust

ProcessesProcesses

Personal Personal identificationidentification InternalizationInternalization Social identificationSocial identification Social contagionSocial contagion

Consequences of CharismaConsequences of Charisma Negative charismatics:Negative charismatics:

– Personalized power orientationPersonalized power orientation– Emphasize personal identificationEmphasize personal identification– Ideology used to serve personal objectivesIdeology used to serve personal objectives– Dominate followersDominate followers– Centralized authorityCentralized authority– Information controlled Information controlled

Positive charismaticsPositive charismatics– Socialized power orientationSocialized power orientation– Emphasize internalization of valuesEmphasize internalization of values– Devotion to ideology emphasizedDevotion to ideology emphasized– Authority delegatedAuthority delegated– Information shared Information shared – participation encouragedparticipation encouraged

Negative consequences – see Table 9-2Negative consequences – see Table 9-2

Other TopicsOther Topics

Close and Distant CharismaClose and Distant Charisma Routinization of charismaRoutinization of charisma

– Transfer charisma to successorTransfer charisma to successor– Create and administrative structureCreate and administrative structure– Embed it in the cultureEmbed it in the culture

Transformational Transformational leadershipleadership Process of appealing to moral Process of appealing to moral

values of followers in an attempt values of followers in an attempt to raise their consciousness about to raise their consciousness about ethical issues and to mobilize ethical issues and to mobilize their energy and resources to their energy and resources to reform insreform insttitutionsitutions

Transformational LeadershipTransformational Leadership Defining characteristicsDefining characteristics

– Followers feel trust, admiration, loyalty, and respectFollowers feel trust, admiration, loyalty, and respect– Followers do more than they initially expectedFollowers do more than they initially expected– Followers are transformedFollowers are transformed

Leader behaviorLeader behavior– Make followers aware of the importance of task Make followers aware of the importance of task

outcomesoutcomes– Make followers go beyond their self-interest for the Make followers go beyond their self-interest for the

sake of the organizationsake of the organization– Activate followers’ higher order needsActivate followers’ higher order needs– Bass’ typology – idealized influence, individualized Bass’ typology – idealized influence, individualized

consideration, inspirational motivation, intellectual consideration, inspirational motivation, intellectual stimulationstimulation

Influence processesInfluence processes– InternalizationInternalization ( (primary)primary)– Personal identificationPersonal identification

Facilitating Conditions - Any situationFacilitating Conditions - Any situation

Transformational Transformational Leader BehaviorsLeader Behaviors Creation and articulation of visionCreation and articulation of vision Role modelingRole modeling Building teamwork and encouraging Building teamwork and encouraging

acceptance of group goalsacceptance of group goals High performance expectationsHigh performance expectations Personalized leader-member Personalized leader-member

exchangeexchange EmpowermentEmpowerment

Transformational Transformational Leader CharacteristicsLeader Characteristics See themselves as change agentsSee themselves as change agents Are visionariesAre visionaries Are risk takersAre risk takers Capable of articulating a set of Capable of articulating a set of

valuesvalues Possess exceptional cognitive skillsPossess exceptional cognitive skills Show sensitivity to needs of othersShow sensitivity to needs of others Are flexible and open to learn form Are flexible and open to learn form

experienceexperience

Differences between Differences between Transformational and Charismatic Transformational and Charismatic LeadershipLeadership

Charismatics: Charismatics: – perceived as extraordinary, perceived as extraordinary, – unconventional vision, unconventional vision, – unusual strategies and behavior, unusual strategies and behavior, – personal identification and impression management, personal identification and impression management, – personal risk taking and self-sacrifice, personal risk taking and self-sacrifice, – rare and emerge under certain conditionsrare and emerge under certain conditions– hands on style and followers are dependent on them, hands on style and followers are dependent on them,

Transformational leaders:Transformational leaders:– inspiring, empowering, and developing followersinspiring, empowering, and developing followers– emphasize internalization more than personal emphasize internalization more than personal

identificationidentification– create followers less dependent on the leadercreate followers less dependent on the leader– universally relevant for all types of situationsuniversally relevant for all types of situations

Transactional Transactional LeadershipLeadership A leader who clarifies A leader who clarifies

subordinates’ role and task subordinates’ role and task requirements, initiates structure, requirements, initiates structure, provides rewards, and displays provides rewards, and displays consideration for subordinates.consideration for subordinates.

Appeals to self-interestAppeals to self-interest

Theories of Theories of Charismatic Charismatic LeadershipLeadership Attribution Theory of Charismatic Attribution Theory of Charismatic

LeadershipLeadership Self-Concept Theory of Charismatic Self-Concept Theory of Charismatic

LeadershipLeadership Psychodynamic processesPsychodynamic processes Social Contagion Social Contagion Close and distant charismaClose and distant charisma Routinization of charismaRoutinization of charisma

Charisma is an attributional phenomenonCharisma is an attributional phenomenon– Leader behaviors and skillsLeader behaviors and skills– Aspects of the situationAspects of the situation

Leader behavior and skills:Leader behavior and skills:– Advocate a vision that is different from the status Advocate a vision that is different from the status

quo quo – Act in unconventional waysAct in unconventional ways– Make self-sacrifices, take personal risks and incur Make self-sacrifices, take personal risks and incur

high costshigh costs– Appear confidentAppear confident– Use visioning and persuasive appealsUse visioning and persuasive appeals– Skills and expertise to assess the environmentSkills and expertise to assess the environment

Attribution Theory of Charismatic Leadership

Attribution Theory of Attribution Theory of Charismatic LeadershipCharismatic Leadership

Influence ProcessesInfluence Processes– Personal identification: desire to please Personal identification: desire to please

and imiand imitate the tate the leaderleader– Internalization: adopting the leader’s Internalization: adopting the leader’s

ideals and goals and become inspired to ideals and goals and become inspired to attain them.attain them.

Facilitating ConditionFacilitating Condition– Follower disenchantmentFollower disenchantment

Self-Concept Theory of Charismatic Self-Concept Theory of Charismatic LeadershipLeadership

Explains how charismatic leaders behave, their traits and skills, Explains how charismatic leaders behave, their traits and skills, and the conditions in which they are likely to emergeand the conditions in which they are likely to emerge

Defining charisma:Defining charisma:– Has profound and unusual effects on followersHas profound and unusual effects on followers– Beliefs are perceived as correctBeliefs are perceived as correct– Followers willingly obeyFollowers willingly obey– Follower feel affection toward the leaderFollower feel affection toward the leader– Followers emotionally involved in the missionFollowers emotionally involved in the mission– Followers set high performance goalsFollowers set high performance goals– Followers believe they can contribute to organizational goalsFollowers believe they can contribute to organizational goals

Traits:Traits:– Strong conviction in beliefsStrong conviction in beliefs– High self-confidenceHigh self-confidence– High need for powerHigh need for power

Self-Concept Theory of Self-Concept Theory of Charismatic LeadershipCharismatic Leadership

Behaviors:Behaviors:– Articulate an appealing visionArticulate an appealing vision– Use strong, expressive forms of communicationUse strong, expressive forms of communication– Take personal risks and make self-sacrificesTake personal risks and make self-sacrifices– Communicate high expectationsCommunicate high expectations– Express confidenceExpress confidence– Role modelRole model– Manage impressionsManage impressions– Build identification with the groupBuild identification with the group– Empower followersEmpower followers

Influence ProcessesInfluence Processes– Social identification: Followers define themselves in terms of Social identification: Followers define themselves in terms of

membership in a group or organizationmembership in a group or organization– InternalizationInternalization– Augmenting individual and collective self-efficacyAugmenting individual and collective self-efficacy– Personal identificationPersonal identification

Self-Concept Theory of Self-Concept Theory of Charismatic LeadershipCharismatic Leadership

Facilitating Condition:Facilitating Condition:– Leader’s vision congruent with follower Leader’s vision congruent with follower

valuesvalues– Task roles can be defined ideologicallyTask roles can be defined ideologically– Trouble, panic, anxietyTrouble, panic, anxiety

Psychodynamic Psychodynamic ProcessesProcesses Aim to explain the unusual Aim to explain the unusual

influence of some charismatic influence of some charismatic leadersleaders

Make use of psychodynamic Make use of psychodynamic processes such as regression, processes such as regression, transference, and projectiontransference, and projection

Social ContagionSocial Contagion

Aim to explain how charismatic attributions are Aim to explain how charismatic attributions are made by people who do not directly interact with made by people who do not directly interact with the leaderthe leader

Focuses on influence processes that occur among Focuses on influence processes that occur among the followersthe followers

Social contagion: Charismatic leader can activate Social contagion: Charismatic leader can activate heroic image of followers and cause followers to heroic image of followers and cause followers to behave with unusual devotion to a great cause. behave with unusual devotion to a great cause. When others observe this, their heroic self-image When others observe this, their heroic self-image may also be activated replicating observed may also be activated replicating observed behavior. Extreme devotion to leader and cause behavior. Extreme devotion to leader and cause becomes contagious and spreadsbecomes contagious and spreads

Behaviors of charismatic

leaders

Advocates moralMission &Vision

Build own image In followers’

eyes

MakesInspirationalspeeches

Takes risks

Uses frame Alignment to

Guide followers

Role models Behavior

Enhancers Of

Charisma

Follower CharacteristicsDistress, anxiety, uncertainty,

disenchantment

Task CharacteristicsHave moral element

May have implicationsOn how people do

things and think

Leader CharacteristicsHigh status, rank, experience

Chapter 11Chapter 11

Leading Leading TTeams & Decision eams & Decision Making GroupsMaking Groups

AgendaAgenda

Leadership roles in different types Leadership roles in different types of teamsof teams

Team buildingTeam building Leading decision making groupsLeading decision making groups Case: Building maintenanceCase: Building maintenance

Types of TeamsTypes of Teams

Functional TeamsFunctional Teams Cross-Functional TeamsCross-Functional Teams Self-Managed TeamsSelf-Managed Teams Self-Defining TeamsSelf-Defining Teams Executive TeamsExecutive Teams Virtual TeamsVirtual Teams

Functional TeamsFunctional Teams Long durationLong duration Stable membershipStable membership Appointed leader with considerable Appointed leader with considerable

authorityauthority Effective leadership involves influencing Effective leadership involves influencing

inputs, processes, and outcomesinputs, processes, and outcomes– Task commitmentTask commitment– Member skills and role clarityMember skills and role clarity– Performance strategiesPerformance strategies– Trust and cooperationTrust and cooperation– Resources and political supportResources and political support– External coordination and adaptationExternal coordination and adaptation

Cross-Functional Cross-Functional TeamsTeams Consist of representatives from Consist of representatives from

various functional areas.various functional areas. May include outsidersMay include outsiders Ex. New product development, new Ex. New product development, new

project developmentproject development Lateral toolsLateral tools Usually temporaryUsually temporary Dual responsibility of team membersDual responsibility of team members

Cross-Functional TeamsCross-Functional Teams BenefitsBenefits DrawbacksDrawbacks More effective when they have an appointed leader.More effective when they have an appointed leader. Leader Skills:Leader Skills:

– Technical skillsTechnical skills– Administrative skillsAdministrative skills– Interpersonal skillsInterpersonal skills– Cognitive skillsCognitive skills– Political skillsPolitical skills

Leadership behaviors:Leadership behaviors:– EnvisioningEnvisioning– OrganizingOrganizing– Social integratingSocial integrating– External spanningExternal spanning

Self-Managed Work Self-Managed Work TeamsTeams Members from the same functionMembers from the same function Authority of the team leader/manager is Authority of the team leader/manager is

shared by team membersshared by team members Sometimes they may produce the entire Sometimes they may produce the entire

product.product. Members usually rotate tasksMembers usually rotate tasks Two kinds of leadership roles:Two kinds of leadership roles:

– Internal leadershipInternal leadership Shared or rotatedShared or rotated Decisions related to performing the task, personnel Decisions related to performing the task, personnel

decisions, purchasing some materials, etc.decisions, purchasing some materials, etc.

– External leadershipExternal leadership

Leading Decision Leading Decision GroupsGroups Potential advantages of group Potential advantages of group

decisionsdecisions Potential disadvantages of group Potential disadvantages of group

decisionsdecisions

Presentation of the ProblemPresentation of the Problem

Be brief Be brief Share essential informationShare essential information Use situational termsUse situational terms

– ““How can we get people to stop their excessive use of xerox How can we get people to stop their excessive use of xerox machines?”machines?”

– ““How can we reduce duplicating costs?”How can we reduce duplicating costs?” Avoid suggesting causes or solutionsAvoid suggesting causes or solutions

– ““How can we use incentives to increase employee productivity?”How can we use incentives to increase employee productivity?”– ““How can we increase employee productivity?”How can we increase employee productivity?”

Invoke mutual interestsInvoke mutual interests– ““How can we hold down production costs?”How can we hold down production costs?”– ““How can we protect our jobs by keeping production costs below How can we protect our jobs by keeping production costs below

those of competitors?”those of competitors?” Specify one primary objectiveSpecify one primary objective

– ““How can we reduce errors and delays in deliveries to How can we reduce errors and delays in deliveries to customers?”customers?”

Problem DiagnosisProblem Diagnosis

Confusing facts with opinions or Confusing facts with opinions or assumptionsassumptions

Confusing symptoms with causesConfusing symptoms with causes Looking for scapegoats to blameLooking for scapegoats to blame Proposing solutions before the problem is Proposing solutions before the problem is

clearly understoodclearly understood Encourage alternative problem statementsEncourage alternative problem statements Evaluate alternative problem statementsEvaluate alternative problem statements

Solution GenerationSolution Generation

Focus on the presentFocus on the present Encourage novel solutionsEncourage novel solutions Separate idea generation and Separate idea generation and

evaluation (brainstorming, evaluation (brainstorming, nominal group technique)nominal group technique)

Solution EvaluationSolution Evaluation Common Problems:Common Problems:

– Incomplete participationIncomplete participation– GroupthinkGroupthink– Hasty decisionsHasty decisions

Allow ample time to evaluate consequencesAllow ample time to evaluate consequences Facilitate participationFacilitate participation Encourage positive restatement and idea Encourage positive restatement and idea

buildingbuilding List advantages and disadvantagesList advantages and disadvantages Identify costs and benefitsIdentify costs and benefits Assign devil’s advocatesAssign devil’s advocates

Solution ChoiceSolution Choice Major issue: avoiding polarizationMajor issue: avoiding polarization Discourage polarizationDiscourage polarization Encourage an integrative solutionEncourage an integrative solution Encourage experimentationEncourage experimentation Hold a second chance meetingHold a second chance meeting Equalize participationEqualize participation Encourage consensusEncourage consensus Clarify responsibilities for Clarify responsibilities for

implementationimplementation

Characteristics of a Characteristics of a TeamTeam Committed to a common purpose or a Committed to a common purpose or a

goalgoal Members have clear roles and Members have clear roles and

responsibilities that are responsibilities that are interdependentinterdependent

Has communication structure that Has communication structure that allows sharing of informationallows sharing of information

Members have a sense of mutual Members have a sense of mutual accountabilityaccountability

Roles of Team Roles of Team MembersMembers RoleRole Role ambiguity: The members are Role ambiguity: The members are

uncertain about their roles.uncertain about their roles. Role overload/underload: Too much/little Role overload/underload: Too much/little

is expected from members.is expected from members. Role conflict: Member is unable to comply Role conflict: Member is unable to comply

with his/her role.with his/her role.– Conflicting expectations from a supervisorConflicting expectations from a supervisor– Conflicting expectations from different people.Conflicting expectations from different people.– One’s values and needs conflict with role One’s values and needs conflict with role

expectations.expectations.– Expectations of two or more roles conflict.Expectations of two or more roles conflict.

Roles of Team Roles of Team MembersMembers Task rolesTask roles Group maintenance rolesGroup maintenance roles Self-oriented rolesSelf-oriented roles

Formal Approaches to Formal Approaches to Team BuildingTeam Building Examine three questions:Examine three questions:

– What do we do well?What do we do well?– What areas need improvement?What areas need improvement?– What are the barriers to What are the barriers to

improvement?improvement? Role analysis techniqueRole analysis technique Role negotiationRole negotiation Responsibility chartingResponsibility charting

Informal Approaches Informal Approaches to Team Buildingto Team Building TrustTrust Common goalsCommon goals Open honest communicationOpen honest communication Creating opportunities for group Creating opportunities for group

interactioninteraction