5. Leading 5.1 Leadership Versus Management 5.2 Transactional - - PowerPoint PPT Presentation

• 5. Leading

5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership

5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams 5.8 Managing Teams

5.1 Leadership Versus Management

Leadership and management are not the same things, but we need them both to manage successfully

Leadership is about individual traits and behaviors Management is about groups and

• rganizations

Trait Theories - What leaders are like. “Leaders are born, not made.” Behavioral Theories - What leaders do. “Leadership behaviors can be taught.”

Leadership Traits

Conscientious Open to Experience Self- esteem Integrity Intelligence Extraversion

Trait theory assumes we are born with the right traits. Behavior theory is much more useful

Ohio State Leadership Studies

Initiating Structure

Focus on meeting expectations and managing resources

Consideration

Concern for members of the group

Consideration High Low High Low Initiating Structure Low Initiating structure/high consideration Low Initiating structure/low consideration High Initiating structure/high consideration High Initiating structure/low consideration

Ohio State Leadership Studies

Consideration High Low High Low Initiating Structure Low Initiating structure/high consideration Low Initiating structure/low consideration High Initiating structure/high consideration High Initiating structure/low consideration

Participating Selling Delegating Telling

Ohio State Leadership Studies

Michigan State Leadership Studies

Concern for Tasks Concern for People

Concern for Production Concern for People

Country Club Team Impoverished Leader Produce

• r Perish

Middle of the Road

Blake and Mouton Grid

Democratic - Followers participate in decision-making Autocratic - Leader makes decisions alone with no follower input

Leadership Decision Styles

Laissez Faire - Follower decide themselves with little guidance from the leader

Consideration High Low High Low Initiating Structure Low Initiating structure/high consideration Low Initiating structure/low consideration High Initiating structure/high consideration High Initiating structure/low consideration

Human Relations Democratic Laissez faire Autocratic

Ohio State Leadership Studies

Leaders often lead by

• example. If the
• rganization has a

dress code, the leader always dresses accordingly.

5.2 Transactional Leadership

Transactional leaders manage by rewards and consequences. Most people think of this as management

Transactional Leaders

• Know the rules and

follow them

• Hold everyone else

to the same standards

• Use rewards and

coercive power to enforce

Personality type is less important than with other leadership types

Transactional Leaders are… Parents

Police Officers

Teachers

Democratic - Followers participate in decision- making Autocratic - Leader makes decisions alone with no follower input Transactional Leaders May Use Any of These Styles

Laissez Faire - Follower decide themselves with little guidance from the leader

Concientious Open to Experience Self- esteem Integrity Intelligence Extraversion

Leadership Traits

Typically the most important traits for transactional leaders. Integrity is in the lead

Transactional leadership is seldom effective in times of rapid change and uncertainty. It stops working when the rules stop working.

5.3 Transformational Leadership

Transformational leaders lead by

• ffering a vision

for the future and convincing followers to believe in it

Transformational Leaders

• Have a vision for the

future

• Have confidence in

themselves to get there

• Persuade others to

follow them

Personality type is vital here. Not everyone is good at transformational leadership

Transformational Leaders’ 4 Tools

Inspirational Motivation

• A compelling vision of

the future Intellectual Stimulation- Thinking past the norms and conventions

• f the organization

Individualized Consideration- Showing care and consideration for the individuals they lead Charisma- Inspire confidence, commitment, and admiration by followers

Transformational Leaders need the ability to understand and influence their followers but they also need another magic power…

Charisma!

• A magnetic

personality that attracts followers

• A powerful sense of

self-confidence

• The clear

impression that they will be successful

Transformational Leaders are… Heros

Entrepreneurs

Revolutionaries

Democratic - Followers participate in decision- making Autocratic - Leader makes decisions alone with no follower input Transformational Leaders May Use Either of These Styles

Laissez Faire

Concientious Open to Experience Self- esteem Integrity Intelligence Extraversion

Leadership Traits

Typically the most important traits for transformational leaders. Self-esteem is in the lead

Q: How do you boil a frog? A: Slowly Q: How does a frog escape boiling? A: Transformational leadership

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5.4 Situational Leadership

Situational leaders modify their leadership style based on circumstances. This is a contingent leadership style

Contingency Theory - Leaders must adjust their leadership style based on circumstances Situational Theory - Leaders must adjust their leadership styles based on the needs and readiness

• f their followers

Arguably, not a lot of difference here

Fiedler’s Contingency Theory In a Poorly-Structured Environment Leaders with good interpersonal skills and relations with followers will perform the best

In a Clearly-Structured Environment Leaders who are impersonal and have no special relations with followers will perform the best

Path-Goal Theory

Directive Leadership - Give employees clear

• directions. For boring

jobs - doesn’t help Supportive leadership- Support employees through challenging

• periods. When employees

know their jobs and like them - doesn’t help

Participative leadership Includes employees in key decisions. Most effective when employees have high levels of ability and internal locus of control

Achievement oriented Leadership Set goals for employees and encourage them to meet those goals. Most effective when employees have high levels of ability and motivation - Have experience and are professionally-oriented

The important part about contingency theories - they work better in some cases than others

Situational Leaders are… Anyone who can adapt to different circumstances and lead in different ways

Follow me

Concientious Open to Experience Self- esteem Integrity Intelligence Extraversion

Leadership Traits

Typically the most important traits for Situational leaders. Depending on the situation, you need everything

Contingent/ Situational leadership requires mastery of many approaches and choices.

5.5 Personality Types

The trait theory of leadership says our personalities determine how we

• lead. So let’s look at

personalities

Big 5 Personality Traits

O C E A N

Trait Description Openness Curious, intellectual, open to new ideas Conscientiousness Organized, punctual, systematic. Achievement-oriented Extraversion Outgoing, talkative, sociable, enjoys social situations Agreeableness Affable, tolerant, sensitive, trusting, kind, and warm Neuroticism Anxious, irritable temperamental, and moody

There are other theories of personality, but the Big 5 is the most common and well- understood

Big 5 Traits

Openness - People high in openness thrive in new situations that require flexibility Conscientiousness- Uniformly predicts a person’s likely success in many situations and jobs. Especially important for transactional leaders

Extraversion - People high in extraversion tend to be effective managers. Especially important for transformational leaders Agreeableness - People high in agreeableness Tend to be more forgiving and fair. Especially important in dealing with equity theory

Neuroticism- People high in neuroticism tend to have trouble forming relationships and are not sought for advice and assistance at work - Only Big 5 trait where a low score is desirable

Although the Big 5 are the most important, leaders need to be aware of other personality traits as well

Self-Monitoring - Capable

• f monitoring themselves

in diverse social

• situations. High self-

monitors can adapt behavior to external situations

Other Personality Traits

Proactive Personality - Capable of fixing problems and addressing

• challenges. Tend to be

more successful over time at most things.

Self-Esteem - Self-

• confidence. Capable of

holding opinions and taking actions without self-doubt

Self-Efficacy - Believes

• ne can be successful in

a specific task. Tends to improve performance in those tasks. The only personality trait that is job-specific

Leaders With the Right personality are… Anyone who has confidence and interpersonal skills can be a trait-driven leader…

Personality traits suggest who will be an effective leader, but behaviors are the final answer

5.6 Power in Organizations

We have looked at leadership and

• management. Now we

want to look at power itself

What Do We Mean When We Say Power?

Power is how we assert our will and convince others to do

• ur bidding

Sources of Organizational Power

Coercive - The power to punish non-compliance. Reward - The power to reward - the opposite of coercive power. Referent - This is the power that comes from having people like me and want to please me.

Expert - I have more knowledge in a certain area than do others. Information - I know a secret that affects an outcome so

• thers can’t safely disobey

me. Connection - I have a connection with someone in real power and can exercises their power on my behalf.

Sources of Power

Coercive - This represents the consequences transactional leaders warn us about if we don’t follow the rules

Reward- This represents the rewards transactional leaders promise us if we follow the rules Referent - I am popular with other people who have power. This is where the personality trait

• f agreeableness comes

into play

Expert - Because I have been right before and everyone has confidence in my decisions in this area, no one wants to question my advice

Information- I have access to specific information that others do not. Similar to Expert power but VERY situational Connection - Very political in nature. I have powerful friends so I am powerful

Powerful People are… Those with unique knowledge, skills, connections, information, or the ability to control

• utcomes

We all have some degree of power. Inside organizations, it can be important to develop and manage power

5.7 Leadership in Teams

Leading and managing is hard with individuals. Do it in a group setting and it becomes much harder still

Forming Storming Norming Performing Adjourning

The group is formed The fight for dominance Learn to cooperate get some work done The end

Punctured Equilibrium

Forming Storming Norming Performing Adjourning

Non-linear and goes back and forth

The leadership needed can be different in each stage

• f team development

Forming Storming Norming Performing Adjourning

Authoritarian as the group comes together Participative as roles are defined Coaching as confidence grows More coaching/ democratic style

Cohesion

• Similarity
• Stability
• Size
• Support
• Satisfaction

Cohesion is “social glue”, helping teams stick together and cooperate

Too Much Cohesion? If the group sticks too closely together, they can have a problem called

“Groupthink”

Social Loafing Does it really matter how hard I pull? I won’t be recognized as an individual if we win or lose

How we form a team is important, but there are several types we can form

Cross-Functional - Team members from many different functions/backgrounds Functional - Team members all from the same function/ background

Types of Teams

Self-Managed - Teams that are empowered, with responsibility and authority to lead themselves

Leading any team requires us to understand the structure of the team, the task it faces, and how long it has been in place

5.8 Managing Teams

We have looked at the leadership aspects of

• teams. Now let’s

reduce those decisions to management practice

Forming Storming Norming Performing Adjourning

You must always go through this process with a new team. Can you keep the old

• ne?

This is the part we want

Forming a new team always has its costs. If you can keep successful teams together for new problems, you may avoid that

Building Cohesion

• Similarity
• Stability
• Size
• Support
• Satisfaction

When team members identify with the team, they have more cohesion

Got Groupthink?

Happens with very cohesive teams. Invite outsiders to play “Devil’s Advocate” and question the team’s assumptions

Got Social Loafing?

Develop assessments

• f individual

performance within the group I WILL be recognized as an individual if we win

• r lose

When forming a team for a specific task, keep it as small and simple as possible

Large teams are harder to lead than small ones. Your team should be only as large as necessary Cross-functional teams can solve more diverse problems but they take longer to form. Only add as much diversity as you need

Keep it Simple

Give them oversight into planning, scheduling, monitoring, and staffing. If you want them to manage themselves, they need the tools

Self-Managed Teams

Self-managed teams are often very cohesive and effective, but sometimes they take too long to arrive at a solution