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What is effective leadership?

What is effective leadership?. 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________ 7. __________________________ 8. __________________________

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What is effective leadership?

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  1. What is effective leadership? 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________ 7. __________________________ 8. __________________________ 9. __________________________ 10. __________________________

  2. LEADERSHIP THE ABILITY TO INFLUENCE PEOPLE

  3. BASES OF INFLUENCEFrench & Raven • LEGITIMATE • COERCIVE • REWARD • EXPERT • REFERENT

  4. BASES OF INFLUENCEWeber • LEGITIMATE • TRADITIONAL • CHARISMATIC

  5. BASES OF INFLUENCEAnother view • CONTROL RESOURCES • AWARE OF IT • WANT TO HAVE POWER • KNOW HOW TO USE IT

  6. LEADERSHIP & • MANAGER • DELEGATION OF AUTHORITY • MOTIVATION • CONTROL • CULTURE • VISION

  7. LEADERSHIP TRAITS NO CONSISTENT SET OF TRAITS Also see Attribution Theory

  8. THEORY X 1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT 2. NOT TAKE RESPONSIBILITY, WANT FORMAL DIRECTION 3. WANT SECURITY, LITTLE AMBITION 4. MUST BE COERCED, CONTROLLED, THREATENED

  9. THEORY Y 1. WORK NATURAL AS PLAY, REST 2. SELF DIRECTION, SELF CONTROL 3. ACCEPT, SEEK RESPONSIBILITY 4. ABILITY TO MAKE GOOD DECISIONS NORMAL

  10. LEADER BEHAVIORLewin, Lippit, Whyte Satisfaction Productivity + + Demo. - + Author. Laissez Faire ? ?

  11. LEADER BEHAVIOROhio State • INIATING STRUCTURE: • STRESS GOALS • DEFINES, STRUCTURES ROLES • CONSIDERATION • CONCERN FOR SUBORDINATE’S NEEDS, FEELSINGS

  12. BEHAVIOR MODELS OF LEADERSHIP Ohio State IS Con- sideration Managerial Grid Concern for Production Concern for People Hershey Blanchard Task Behavior Relationship Behavior Michigan Production Oriented Employee Oriented Fiedler Task Oriented Relationship Oriented

  13. LIFE CYCLEHersey & Blanchard HIGH PARTICIPATING SELLING RELATIONSHIP BEHAVIOR LOW TELLING DELEGATING TASK BEHAVIOR LOW HIGH HIGH MODERATE LOW SUBORDINATE MATURITY

  14. PATH - GOALHouse 4 BEHAVIORS • DIRECTIVE • SUPPORTIVE • ACHIEVEMENT ORIENTED • PARTICIPATIVE

  15. DIRECTIVE • INFORMS SUBORDINATES WHAT IS EXPECTED • SCHEDULES WORK • GIVES SPECIFIC GUIDANCE

  16. SUPPORTIVE • IS FRIENDLY • SHOWS CONCERN FOR NEEDS OF SUBORDINATES

  17. ACHIEVEMENT ORIENTED • SETS CHALLENGING GOALS • EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL

  18. PARTICIPATIVE • CONSULTS WITH SUBORDINATES • USES THEIR SUGGESTIONS

  19. FINDINGS • Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

  20. FINDINGS • Supportive leadership; higher performance and satisfaction with structured tasks.

  21. FINDINGS • Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

  22. FINDINGS • Clear formal authority; use more supportive behavior and less directive.

  23. FINDINGS • Directive leadership; higher satisfaction when substantive conflict within the group.

  24. FINDINGS • Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

  25. FINDINGS • Participative leadership; people with internal locus of control more satisfied with it.

  26. FINDINGS • Directive leadership; people with external locus of control more satisfied with it.

  27. LEADER PARTICIPATIONVroom & Jago • See participative decision making

  28. CHARISMATIC LEADERSHIP • ALSO SEE TRANSFORMATIONAL LEADERSHIP

  29. TRANSFORMATIONAL LEADERSHIP INFLUENCES PEOPLE TO PERFORM ABOVE NORMAL EXPECTATIONS

  30. TRANSFORMATIONAL LEADERSHIP • CHARISMATIC • INSPIRATIONAL • INTELLECTUAL STIMULATION • INDIVIDUALIZED CONSIDERATION

  31. PRINCIPLE CENTERED • BEHAVIOR BASE IS PRINCIPLES • HONESTY • FAIRNESS • INTEGRITY

  32. ATTRIBUTION THEORY • ATTRIBUTE LEADERSHIP SKILLS TO • SUCCESSFUL PEOPLE • PEOPLE IN TRADITIONAL ROLES • PEOPLE WE LIKE • HIGH STATUS PEOPLE • PHYSICAL CHARACTERISTICS/THINGS • Head of the table • Height

  33. PRACTICAL APPROACH? • FACTORS IN • THE MANAGER • THE SUBORDINATES • THE SITUATION • ANALYZE AND BE FLEXIBLE

  34. THE MANAGER • VALUE SYSTEM • BELIEF ABOUT INVOLVING SUBORDINATES • CONFIDENCE IN SUBS. • LEADERSHIP INCLINATIONS • DIRECTIVE, SUPPORTIVE • SKILL IN DELEGATING • OTHER FACTORS • TOLERANCE FOR AMBIGUITY • CONTROL

  35. THE SUBORDINATES • INDEPENDENCE • TAKE RESPONSIBILITY • TOLERANCE FOR AMBIGUITY • INTEREST • UNDERSTAND, AGREE WITH GOALS • KNOWLEDGE, EXPERIENCE • EXPECTATIONS

  36. THE SITUATION • TYPE OF ORGANIZATION • VALUES, CULTURE • GEOGRAPHICAL DISPERSION • INFORMATION AVAILABLE? • TIME PRESSURE

  37. DIFFICULT TO BE FLEXIBLE? • PERSONALITY STRUCTURED AT VERY EARLY AGE • COMPLEX HISTORY OF PAST BEHAVIOR • LITTLE FEEDBACK ABOUT CAUSE & EFFECT • TOP MANAGEMENT INFLUENCE

  38. SUBSTITUTES FOR LEADERSHIP • PERSONAL FACTORS • LOCUS OF CONTROL • INDEPENDENCE • EXPERIENCE

  39. SUBSTITUTES FOR LEADERSHIP • JOB, ORG. FACTORS • ROUTINE • STRUCTURED • GOALS, RULES, ETC.

  40. SUBSTITUTES FOR LEADERSHIP • GROUP FACTORS • NORMS • COHESION • INFORMAL LEADER

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