Organizational Behaviour Dave Ludwick, P.Eng, MBA, PMP Chapter 10 Leadership.

Organizational BehaviourDave Ludwick, P.Eng, MBA, PMP

Chapter 10Leadership


Leadership vs Management• What’s the diff?

– Managers promote stability, implement and ask how/when

– Leaders press for change, provide vision and ask what/why

– Managers organize and control

– Leaders inspire

• Exhibit 10-1 distinguishes Leadership from Management

• Shereck says– Leaders call a future possibility into existence which would

otherwise not have occurred

– A leader is a person around whom other people perform to achieve extraordinary results

– Leaders achieve results by making unreasonable demands but coaching performers into possibility


Is leadership learned or born?• Ask Marcus Buckingham in his book “Now, Discover

Your Strengths”. He says– You should hire for talent, not skills and experience

– Great managers are required for organizational success

• Several theories are in place to answer this question

• Trait Theory suggests leaders have certain characteristics and that identifying these characteristics can help in assessing prospective leadership candidates


Trait Theory• 6 Traits have been identified that are consistently

associated with leadership– Ambition and energy

– The desire to lead

– Honesty and integrity

– Self-confidence

– Intelligence

– Job-relevant knowledge

• Generally– People who are high self-monitors (flexible in adjusting their

behaviour in varying situations) are more likely to emerge as leaders

– But none of these traits guarantees success as a leader


Emotional Intelligence• Studies have shown that EI is the best(?) predictor of who

will emerge as a leader

• Remember: EI refers to a portfolio of skills and capabilities that permit a person to cope with environmental demands and pressures

• Daniel Goleman suggests that the 5 elements of EI (self-awareness, self-management, self-motivation, empathy and social skills) drive a person to lead more than other element like vision, training or job-knowledge


Do Leaders Behave Differently?• So instead of identifying the characteristics of leaders,

Behaviour Theory seeks to pin leaders with defined behaviours so we can train people to act like leaders

• Ohio State Studies– Initiating Structure – the extent to which the leader is likely to

define and structure his/her role and those of employees for goal attainment

– Consideration – the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for ideas and regard for feelings


Do Leaders Behave Differently?• Michigan Studies

– Employee Orientation – emphasizing interpersonal relations and taking a personal interest in the needs of followers

– Production Orientation – emphasizing the technical or task aspects of a job

• Managerial Grid– A 2-D view of leaderhsip style by Blake and Mouton based on the

“Concern for People” vs. “Concern for Production” (basically the same as the Michigan Studies


My thoughts. How about yours?• We need to differentiate between appointed leaders and natural leaders

(appointed leaders can leverage their Legitimate Power, whereas natural ones use Referent Power)

• Natural leaders provide leadership regardless of their role. They are 100% responsible (able to respond, owners) as opposed to accountable

• Truly powerful leaders follow Shereck’s model (call a future into existence)– They are able to link employee personal goals to those of the leader’s cause

– They are able to illustrate how employee’s jobs contribute to the organization’s goals/outputs

• How does leadership change with time? Does the leadership style used in the Elder’s times have the same characteristics of those in the Gen(X) times?


So if not traits or behaviours, …• How about Contingency Theories?

– These theories suggest that leadership style and effectiveness depends on the conditions the leader faces.

• Fiedler Model– Fred Fiedler proposed that effective group performance depends

on the proper match between the leader’s style and the degree to which the situation gives the leader control

– He defined the situation as:• The degree to which it offers trust and confidence

• The degree to which jobs are formalized

• The degree of influence a leader has over hiring, firing, discipline, reward


Contingency Theory• Hersey-Blanchard Situational Theory

– Suggests the leader-follower relationship is like a parent-child relationship

– Suggested that the leader’s behaviour is to be driven by the follower’s ability and motivational levels

• Path-Goal Theory– Martin Evans says that it is the leader’s job to assist follower’s in

attaining goals and to provide the necessary direction and support to ensure their goals are compatible with organizational objectives

– Leader’s jobs are to reduce/remove barriers on the path to achieving the goals

– To be effective, leaders should determine the outcomes followers want, reward them with desired outcomes, let individuals know what they need to do to achieve these outcomes


Transactional vs. Transformational• Transactional Leadership – these are most of the styles

discussed so far– These leaders guide and motivate their followers in the direction

of established goals by clarifying role requirements

• Transformational Leadership– Inspire followers to transcend their own self-interests for the good

of the organization, leveraging their emotion– AKA Charismatic leadership, Kanungo says this leadership style

primarily uses empowerment to achieve goals– 5 Characteristics

• Has vision and can articulate it• Willingness to take personal risk• Able to consider environmental realities to bring about change• Perceptive if others’ abilities and needs• Uses novel behaviour to model change


Just to be clear: Vision…• The ability to articulate a vision might be one of the most

important skills in a leader – (and by association, so would the ability to develop a vision)

• A vision has clear compelling imagery that offers improvement

• It taps into people’s emotions and energy, creating enthusiasm and commitment

• Visions are inspirational, value-centered and realizable

• Visions must demonstrate a better future, or they fail

• Richard Branson has vision


Superleadership• More than just leadership with a red cape on…

• Good leaders develop the leadership skills of their followers– “Leading others to lead themselves”

– The leaders emphasize delegation so teams can set goals and make operating decisions

• Thinking back to Maslow, superleaders seek to help followers achieve the higher ends of their needs (self-esteem and self-actualization)


Team Leaders• Play 4 roles

– Liaison with external constituencies

– Troubleshooters

– Conflict managers (not just conflict resolution, but promoting/managing healthy conflict)

– Coaching


Coaching• Coaching is a means of communication which alters

(transformational leadership) the actions of individual performers and teams.– Coaches have only one tool - communication

• Coaching is fundamental to exceptional performance

• Coaching is not telling, giving direction, convincing, manipulating (these are elements of management)

• Effective coaching can be taught and learned. More importantly, coaching is not something you merely learn, it is something you are. It is a state of being and can be declared.


Coaching• Coach’s job is different than the performer’s

– Their job is to see what the performer can’t see (remember field of action?), then communicate to the player so they can breakthrough what was previously possible

– Coaches can only be successful where there is an openness to coaching

– Coaching leverages the performer’s commitment

• Coaching is not about improving skills (necessarily)– Coaching is about altering how the performers see the game and

providing them with a view that was not previously available to them

– Coaching requires commitment (from the performer and the coach), trust and commitment to results


Coaching• Coaches make unreasonable demands (Shereck and

Selman)– Coaches and leaders call a future possibility into existence which

would otherwise not have occurred

– This requires a breakthrough (often preceded by a breakdown)

– Possibilities do not exist in reality, they only exist in the commitment and vision of the coach and the player.

– A coach owns (is responsible for) the possibility of a player meeting an unreasonable demand in the face of a history where there is no evidence that such a breakthrough could occur


Self-Managed Teams and Empowerment• Self-managed teams – lead themselves, rotate jobs to

complete a product or service– Schedule, perform evaluations jointly resolve conflicts and make

decisions

• Empowerment – sharing power, responsibility and decision making authority– Requires leaders to show trust, provide vision and remove road-

blocks, offer encouragement


Morals and Ethics in Leadership• Leaders exhibit the following behaviours and

characteristics to build loyal followers:– Telling the truth – provides a fair exchange of information such

that all players have the same information

– Promise Keeping – Keeping commitments is required if followers are expected to keep theirs.

• More importantly, commitment to results is the foundation for performance

– Fairness – allowing followers to receive their fair share provides for a win-win situation, so that people come back the next day to try again

– Respect – respect for other and their ideas


The Glass Ceiling• Women cite a scenario where they reach a point where

they don’t seem to be able to get promoted

• Sheellagh Whittaker (President and CEO of EDS Canada)– “I’ve always said that we’ll have true equality when we have as

many incompetent women in positions as we have incompetent men”.

• A 2002 POLLARA survey found that 69% of female executives said “men’s lack of comfort in dealing with them on a professional level is a barrier to their advancement”


The Glass Ceiling• Unfortunately it’s a reality women currently face for their

careers– And a reality men need to face– Women will continue to grow a presence in the working world at

all levels of the organization

• To help get there, female executives suggest– Consistently exceeding performance expectations– Developing a style with which male counterparts are comfortable– Seeking out challenging assignments– Having influential mentors

• Managers have promoted female executives for– Exhibition of personal strength– Willingness to take risks– Acceptance of responsibility


• Chapter 11

Organizational Behaviour Dave Ludwick, P.Eng, MBA, PMP Chapter 10 Leadership.

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