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Leadership

Leadership. Maggie Kolkena MGMT 550, Spring 2001. Agenda. Why Does it Matter? Exemplars of Leadership Management vs. Leadership Overview of Key Concepts Situational Leadership Leadership Styles and Profiles. Leadership Matters.

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Leadership

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  1. Leadership Maggie Kolkena MGMT 550, Spring 2001

  2. Agenda • Why Does it Matter? • Exemplars of Leadership • Management vs. Leadership • Overview of Key Concepts • Situational Leadership • Leadership Styles and Profiles

  3. Leadership Matters • Studies indicate that the strategy, culture, and even structure of an organization can be significantly influenced by the personality of the top executive (Primer on Organizational Behavior, p.47) • Research indicates that the leader of a group accounts for 40-60% of the variance in the organization climate (Ekvall, 1997)

  4. Leaders We’ve Known • Reflect for a moment on leaders you have known. • Select one of the best. • Consider: What made him or her so memorable for you?

  5. Management & Leadership: We Need Both “Leadership and management are two distinctive and complementary systems of action.” “The real challenge is to compare strong leadership and strong management and use each to balance the other.” “Good management controls complexity; effective leadership produces useful change.” — John P. Kotter

  6. Overview of Leadership Theory

  7. CONTEXT RELATIONSHIPS OUTCOMES What is Leadership?

  8. Types of Power • Positional • Reward • Coercive • Expert • Referent

  9. “Managers are essentially powerless until their followers grant them authority to lead” - Chester Barnard, 1938 Classic Profile: Low need for affiliation Desires power Highly independent Leadership and Followership Today: • ? • ? • ?

  10. Schools of Thought • Trait Approach • Behavioral / Functional Perspective • Situational / Contingency View

  11. Trait Theory Focus on the Leader • Early approaches: The Great Person • Leaders are born • Trait Theory and the “Magic” Leader • Certain traits do correlate—seem to aid development • Attributes x Results • More recently--Character

  12. Behavioral / Functional Theory Focus on the Effects • Member performance and satisfaction • Blake & Mouton’s Managerial Grid • Argyris’s Immaturity-Maturity Theory • Likert’s Linking Pin

  13. Situational / Contingency Theory Focus on the Environment • Fiedler’s Contingency Theory • Fit between the situation and the leader • Situational Leadership

  14. Skill / Will Matrix High Will GUIDE DELEGATE Low Will DIRECT EXCITE Low Skill High Skill Source: Adapted by Keilty, Goldsmith & Co from Hersey and Blanchard

  15. DIRECT • First build the will • Provide clear briefing • Identify motivations • Develop a vision of future performance • Then build the skill • Structure tasks for quick wins • Coach and train • Sustain the will • Provide frequent feedback • Praise and nurture • Supervise closely w/tight control and clear rules & deadlines

  16. GUIDE • Invest time early on • Coach and train • Answer questions/explain • Create a risk-free environment to allow early mistakes/learning • Relax control as progress is shown

  17. EXCITE • Identify reason for low will: • Task • Management style • Personal factors • Motivate • Monitor, provide feedback

  18. DELEGATE • Provide freedom to do the job • Set objective, not method (What, not How) • Praise, don’t ignore • Encourage to take responsibility • Involve in decision making • Use “Tell me what you think” • Take appropriate risks • Give more stretching tasks • Don’t overmanage

  19. Current Issues in Leadership

  20. Goleman’s Emotional Intelligence

  21. Eve-olution ''Women get high ratings on exactly those skills needed to succeed in the global Information Age, where teamwork and partnering are so important.'‘ - Rosabeth Moss Kanter …the contemporary workplace increasingly needs more supportive, collaborative ways of relating, and women, largely because of their socialization, are better prepared to lead in such ways as facilitating group processes, motivating employees in positive ways and developing individuals' abilities. -Lawrence A. Pfaff

  22. Leadership and the New Science • Solutions, as quantum reality teaches: • Are a temporary event • Specific to a context • Developed through the relationship of persons and circumstances

  23. Leadership Profiles

  24. Andy • Deeply Introverted • ”I had to go into management to have the kind of influence I wanted.” • Expertise power & “borrowed” positional power

  25. Marge • “Sure there are challenges but there’s no reason we can’t meet them.” • Highly participative • Clear vision • Exercised positional and expertise power

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