Spring 2007Leadership1 Spring 2007Leadership2 Definitions & overview Power Trait approaches...

Spring 2007 Leadership 1

Leadership


Leadership

• Definitions & overview

• Power

• Trait approaches

• Contingency

• Transformational and transactional leadership

• Dysfunctional leadership


Leadership: Definitions & Overview

• Ability to influence a group toward the achievement of goals

• Requires a leader and follower(s)

• Different from management??• Leadership = doing the right things• Management = doing things right

• Successful vs. effective managers


Power

• Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person.

• Social influence


The Limits of Power

• Is power unlimited?• Does power transfer from one setting to

another?• The entrepreneurial transition• What about the Zone of Indifference?

• Should power be unlimited?• “Power corrupts…”• Ethical implications of control over others

The Zone of Indifference

? Bring sandwiches to boss for lunch

No Type school papers for boss’s kids

No “Fudge” boss’s expense accounts

REQUESTED ACTIONOBEY?

No Work Sundays

No Shop during lunch hour for boss

? Make coffee for the office

Yes Work 40 hours in the week

Yes Type letters

Yes Perform filing

Yes Work occasional paid overtime

Inside zone ofindifference:

Normalinducements

sufficient

Outside zone ofindifference:Extraordinaryinducements

required


Sources of Power

Coercive

Reward

Legitimate

Referent

Expert

Charismatic

More on Charisma

Informational

Associative


Bases of Power

Type Basis

Coercive Punishment

Reward Reward (tangible or intangible)

Legitimate Position

Referent Liking, respect

Expert Knowledge and expertise

Informational Insider information (how-to)

Charismatic Communicating desire to achieve a vision; inspiring others


Responses to the Use of Power

Response by Influence Target Type of Power

Commitment Compliance Resistance

Referent Likely Possible Possible

Expert Likely Possible Possible

Legitimate Possible Likely Possible

Reward Possible Likely Possible

Coercive Unlikely Possible Likely

Charismatic Likely Possible Possible

Information Likely Possible Possible


Trait Approaches

• A 1991 study shows strong evidence for these traits

• Drive: achievement, ambition, energy, tenacity, and initiative

• Leadership motivation: personalized vs. socialized

• Honesty and integrity: truthful, ethical, principled

• Self-Confidence: including emotional stability

• Cognitive ability

• Knowledge of the business

• Weaker support was found for:

• Charisma

• Creativity and originality

• Flexibility


The Need for Power

• Personalized• Desire for power for its own sake• Power to fulfill personal needs

• Socialized• Desire for power to accomplish goals• Power to fulfill needs of others (and self, too)


Ohio State Model

• Concern for people

• Concern for the job (task, production)

• Are they mutually exclusive?

People Job


The Managerial Grid

1

5

9

1 5 9

Con

cern

for

P

eopl

e

Concern for Production

Country Club Team Management

Impoverished Management

Compliance with Authority

Middle of the Road


Situational Leadership

• Blanchard & Hersey

• Different people have different needs

• One-style-fits-all leadership doesn’t work

Leadership Styles

Low

High

Low High

Su

pp

ort

ive

Beh

avio

r

Task Behavior

S4

Delegate

S3

Participate

S2

Sell

S1

Tell


Development Levels

High Medium LowHighCompetence

Highcommitment

HighCompetence

Variablecommitment

SomeCompetence

LowCommitment

LowCompetence

HighCommitment

Developed Developing

D4 D3 D2 D1


Leadership Styles

Style 1: DirectingThe leader provides specific

instructions and closely supervises task accomplishment

Style 2: CoachingThe leader continues to direct

and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress

Style 3: SupportingThe leader facilitates and

supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them

Style 4: DelegatingThe leader turns over

responsibility for decision making and problem solving to subordinates


Transformational and Transactional Leadership

• Transactional leadership…..• Clarify task and role requirements

• Provide structure and rewards

• Meet subordinates’ social needs

• Transformational leadership….• Broadens and elevates subordinates’ interests

• Promotes awareness and acceptance of a shared vision

• Moves employees to pursue the best interests of the organization


Becoming a Transformational Leader: The Four I’s

• Idealized Influence• Serving as a role model

• Inspirational Motivation• Encouraging subordinates to challenge processes

and impart meaning to work

• Intellectual Stimulation• Fostering subordinates’ sense of creativity and

innovation

• Individual Consideration• Attending and responding to individual needs


Another Approach

• Focusing attention on specific issues of concern, concentrating on analysis, problem solving, and action.

• Communicating with empathy and sensitivity. • Demonstrating consistency and trustworthiness by

one's behavior, being honest, sticking with a decision, and following through on decisions.

• Expressing active concern for people including one's self, thus modeling self-regard, and reinforcing feelings of self-worth in others.


Charismatic Power

• Self-confidence• Vision• Ability to articulate the vision• Strong convictions about the vision• Behavior that is out of the ordinary• Change agent• Environmental sensitivity

Back toPower


Fatal Flaws of Leaders Who Derail

• Insensitive to others• Aloof and arrogant• Betrayal of trust• Overly ambitious• Over-managing• Unable to think strategically• Unable to adapt to situations• Overly dependent on an advocate or mentor

Spring 2007Leadership1 Spring 2007Leadership2 Definitions & overview Power Trait approaches...

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