Leadership Approaches and Issues Organizational Management Chapter - - PDF document

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Leadership Approaches and Issues

Organizational Management Chapter 11

• Trust: The Foundation of

Leadership

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• Blake and Mouton’s Leadership

Grid

Autocratic Leader Laissez-faire Leader Human relations Leader Democratic Leader

• Low

Low High High

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Fiedler’s contingency model House Path Goal Leadership

• Leader Roles in the

Path-Goal Model

Path Clarification Increase Rewards

Leader defines what follower must do to attain work outcomes Leader clarifies follower’s work role Follower has increased knowledge & confidence to accomplish outcomes Follower displays increased effort & motivation Organizational work outcomes are accomplished Leader learns follower’s needs Leader matches follower’s needs to re- wards if work outcomes are accomplished Leader increases value of work

• utcomes for follower

Bass, Leadership: Good, Better, Best 1985

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Vroom-Jago Leader- participation theory

Lack sufficient info Problem unclear Acceptance by others

to implement

Adequate time Have all expertise Confident/capable of

acting alone

Others will accept

decision

Little or no time

• authority

consultative group

Substitutes and Neutralizers for Leadership Issues in Leadership Development

Transactional Charismatic Transformational

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Charismatic Leadership

Vision Unconven- tional behavior Sensitive

• f follower

needs Environ- mental sensitivity Personal risk

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Charismatic Leadership: the downside

On November 18, 1978, over 900 members of a religious group led by the Reverend Jim Jones were killed in an apparent mass suicide. The megalomaniac Jones convinced most of his followers to drink a cyanide

• mixture. Some, including Jones, were shot, either in

suicide or murder. Charles Milles Manson (born 1934-NOV-11) is a person with an unusual ability to dominate others. He assembled a destructive cult around himself, which the media later called The Family. At one time, it numbered in excess of 100 individuals at the Spahn Ranch some 30 miles northwest of Los Angeles CA. Manson was referred to both as "God" and "Satan" by his followers. As the family's guru, he claimed to be a reincarnation of Jesus Christ.

Transformational

Vision Charisma Symbolism Empowerment Intellectual stimulation Integrity Emotional intelligence

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Visionary Leadership

The ability to create and articulate a realistic, credible, attractive vision

• f the future for an organization or
• rganizational unit that grows out
• f and improves upon the present.

Evokes superior imagery Well-articulated Realizable Inspiration is value-centered

Qualities of a vision: Visionary Leadership

Challenge the process Be enthusiastic Help other to act Set the example Celebrate achievements

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Visionary Leaders

Have the ability to explain vision to others Use own behavior to express vision Extend the vision to different leadership contexts

Transactional

Directs actions of others

Tasks Rewards Structures

Transactional & Transformational Leadership

• Contingent Reward
• Management by

Exception (active)

• Management by

Exception (passive)

• Laissez-Faire
• Charisma
• Inspiration
• Intellectual Stimulation
• Individual

Consideration

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Two fundamental differences

• !!

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• E-age Leadership

Reliance on

Technology transcends the need for strong leadership skills

Leadership in Different Cultures

Headship Paternalism Director

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International Contingency Model :

Appropriate Path-Goal Leadership Styles

United States Taiwan Sweden Philippines Italy India Hong Kong Great Britain Germany France Canada Brazil Australia

Achievement- Oriented Participative Supportive Directive

Country

Finding and Creating Effective Leaders

Selection

Review specific requirements for the job. Use tests that identify personal traits associated with

leadership, measure self-monitoring, and assess emotional intelligence.

Conduct personal interviews to determine candidate’s

fit with the job.

Training

Recognize the all people are not equally trainable. Teach skills that are necessary for employees to become

effective leaders.

Provide behavioral training to increase the development

potential of nascent charismatic employees.

Assessment

Your own

capabilities

Follower’s

capabilities

Situational

constraints

Improving your leadership capabilities

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Benjamin Franklin

Temperance Silence Order Resolution Frugality Industry Sincerity Justice Moderation Cleanliness Tranquility Chastity Humility

The Five Temptations of a CEO

CEO more interested in protecting career status

than in making sure the company achieves results.

CEO wants to be popular with direct reports

instead of holding them accountable.

CEO wants to ensure decisions are correct. CEO desires harmony. CEO fears being vulnerable.

Lencioni, Patrick, “The Five Temptations of a CEO”, 1998

Overcoming the Five Temptations

Choose trust over invulnerability Choose conflict over harmony Choose clarity over certainty Choose accountability over popularity Choose results over status

Lencioni, Patrick, “The Five Temptations of a CEO”, 1998