Leadership

On the 17 Read Doug Durand p. 629

What would you do. How does this relate to leadership style?

Learning Objectives Next two classes

Try to help you consider what you need to develop the human and social capital to be an effective leader. Today

What is your natural leadership style? Next class

Leadership

Leadership influencing employees to voluntarily pursue organizational goals

17-2

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How do we know when someone is an effective leader?

Results (financial, changes). Bill Gates, Jack Welch, Carlye Fiorina.

Followers—Political leaders, religious leaders, but also business leaders. Recruitment and retention.

Thus, you need to focus on one or both of these.

Leaders Vs. Managers

Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status

quo Do the right thing

Administer Maintain Control Short-term view Ask how and when Initiate Accept the status

quo Do things right

LeadersLeaders ManagersManagers

17-3Table 17-1

Which would you prefer to do and why?

Meet in teams.

Who is More likely to succeed in business (small or big corps)?

Which is more scarce?

What does it take to be a leader?

Leaders Vs. Managers

Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status

quo Do the right thing

Administer Maintain Control Short-term view Ask how and when Initiate Accept the status

quo Do things right

LeadersLeaders ManagersManagers

17-3Table 17-1

.

Historic Vs. Contemporary Trait Theories of Leadership (Human capital)

Intelligence Dominance Self-confidence Level of energy and

activity Task-relevant

knowledge

people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance

Stogdill’s and Mann’s Stogdill’s and Mann’s FindingsFindings

Contemporary Trait Contemporary Trait ResearchResearch

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Side bar on Masculinity and leadership.

Analyzing Issues

Listening to Others

*Strategic Planning

Producing High-Quality Work

Motivating Others

WomenWomenMen

*Fostering Communication

* In one study, women’s and men’s scores in these were statistically even

17-5Figure 17-1

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So masculinity is something other than gender.

Video Carlye as a leader

Focus on her talents

Leadership Traits Identified by Organizational Leaders

3) The edge to make tough decisions

2) Ability to energize others

1) Ability to execute

Jack Welch (Former CEO

General Electric)

3) Proactive communicator

2) Visionary

1) Self-confidence

Carly Fiorina (CEO Hewlett-

Packard)

3) Multiple work experiences in various functional areas

2) Ability to grow professionally

1) Ability to execute

Larry Bossidy (Former CEO Allied Signal)

3) Proactive communicator

2) Visionary

1) Ability to execute

Colin Powell (Former Chairman of the Joint Chiefs

of Staff and Secretary of State)

17-6Table 17-2

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Leadership Traits Identified by Organizational Leaders

4) High energy

Jack Welch (Former CEO

General Electric)

5) A team orientation

4) Flexible

Carly Fiorina (CEO Hewlett-

Packard)

4) A team orientation

Larry Bossidy (Former CEO Allied Signal)

6) Ability to execute

5) Challenges the status quo

4) Flexible

Colin Powell (Former Chairman of the Joint Chiefs

of Staff and Secretary of State)

17-7Table 17-2 cont.

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Which are your strengths? How do you acquire these attributes?

Intelligence (gets followers) Dominance (gets followers) Self-confidence Level of energy and activity Task-relevant knowledge Masculinity (assumed to get followers).

Trait approach

Focuses on specific aspects of human capital

Ignores social capital. Which is more critical for success?

Leadership is also interpersonal relatedness.

So how should a leader relate to subordinates.

Major question, can a leader also be friends with subordinates?

Lets focus on leadership style or ways of relating.

Two dimensions People (social capital) Task (human capital)

The Leadership Grid®

Low 1 2 3 4 5 6 7 8 9 High

High

9

8

7

6

5

4

3

2

1

Low

Concern for Production

Con

cern

for

Peop

le

5.5 Middle-of-the-

road-management

1.9 Country club management

1.1 Impoverished management

9.1 Authority-compliance

9.9 Team

management

17-9Figure 17-3

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Country Club emphasizes

Job satisfaction. Happy worker is productive worker. What can I do to help you be better (servant leadership).

Authority compliance

Tells people what to do, how to do it, and when to do it. Monitors performance closely (electronic or direct). Commonly dismisses people if poor performance.

Military model

Team Supervisor and subordinate are a team. Power distance is minimal. Open

communication. Share goals and set firm goal (task). But goals are set with subordinate participation (People). Let people decide how to meet the goals. Monitor performance. Discuss performance from problem solving perspective. Recognize when goals are achieved.

Middle of the Road.

Someone who is eclectic. Not consistent.

Or Varies with people and trust.

Which one empasizes

Human capital Social capital Both Human and social capital

Research in general

9,9 or team is considered best in general. However, research increasingly suggests it depends.

Chain saw Al Dunlap and Sunbeam Thus managers need to be flexible.

Self assessment.

Coaches at ISU. Where do they stand on the grid?

McCarney Eustachy (I know he is no longer

coach but we know more about him).

Fenelley. Other?

Summary This approach is better than trait

because both human and social capital. Many find the simplicity very useful. (I

do too). Where you are at—where you would like

to be. However, while 9-9 is good, many

examples of others who are not so good.

suggestions

Many different contingency approaches

Hershey and Blanchard is conceptually closest to Managerial grid.

Delegating is similar to Country club

Participating is similar to team Telling is similar to task Selling is unique element of middle

of the road or perhaps between Team and task.

Does the Doug Durand Case apply?

Carol Collins supervises a group of eight bank tellers. Since bank tellers handle large sums of money as part of their job, they are required to follow strict guidelines regarding banking procedures. Carol recently transferred to this bank branch and was surprised to find the tellers were disgruntled with many aspects of their jobs. The tellers were dissatisfied with pay levels, benefits, mandatory overtime policies, and other aspects of their work environment. Carol's predecessor knew of the tellers' dissatisfaction, but did nothing to address the situation. Since Carol's predecessor ignored their concerns, the tellers expect Carol to behave in a similar manner.

What should Carol’s leadership style be?

Evaluation

Intuitive appeal Research support is limited.

Substitutes for Leadership—Especially Task.

Experience Professionalism Structured tasks Feedback from the job itself Explicit goals Rules and procedures

Natural redundancy Insult. Especially individual

No substitutes for Relationships

Thus, when is country club most relevant.

Summary

Understand leadership style Have an initial image of leadership

style. May not be final image. Different leadership styles may be

effective. Need to develop different leadership

styles for different situations.