Leadership

1. Leadership

2. On the 17 Read Doug Durand p. 629 • What would you do. How does this relate to leadership style?

3. Learning Objectives Next two classes • Try to help you consider what you need to develop the human and social capital to be an effective leader. Today • What is your natural leadership style? Next class

4. 17-2 Leadership • Leadershipinfluencing employees to voluntarily pursue organizational goals © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

5. How do we know when someone is an effective leader? • Results (financial, changes). Bill Gates, Jack Welch, Carlye Fiorina. • Followers—Political leaders, religious leaders, but also business leaders. Recruitment and retention. • Thus, you need to focus on one or both of these.

6. 17-3 Table 17-1 Leaders Vs. Managers Leaders Managers • Innovate • Develop • Inspire • Long-term view • Ask what and why • Originate • Challenge the status quo • Do the right thing • Administer • Maintain • Control • Short-term view • Ask how and when • Initiate • Accept the status quo • Do things right

7. Which would you prefer to do and why? • Meet in teams.

8. Who is More likely to succeed in business (small or big corps)? • Which is more scarce?

9. What does it take to be a leader?

10. 17-3 Table 17-1 Leaders Vs. Managers Leaders Managers • Innovate • Develop • Inspire • Long-term view • Ask what and why • Originate • Challenge the status quo • Do the right thing • Administer • Maintain • Control • Short-term view • Ask how and when • Initiate • Accept the status quo • Do things right .

11. 17-4 Historic Vs. Contemporary Trait Theories of Leadership (Human capital) Stogdill’s and Mann’s Findings Contemporary Trait Research • Intelligence • Dominance • Self-confidence • Level of energy and activity • Task-relevant knowledge • people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

12. Side bar on Masculinity and leadership. 17-5 Figure 17-1 Motivating Others  Fostering Communication * Producing High-Quality Work  Strategic Planning  * Listening to Others  Analyzing Issues   * In one study, women’s and men’s scores in these were statistically even Men Women © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

13. So masculinity is something other than gender.

14. Video Carlye as a leader • Focus on her talents

15. 17-6 Table 17-2 Colin Powell (Former Chairman of the Joint Chiefs of Staff and Secretary of State) Larry Bossidy (Former CEO Allied Signal) Carly Fiorina (CEO Hewlett-Packard) Jack Welch (Former CEO General Electric) • Ability to execute • Ability to execute • Self-confidence • Ability to execute • Visionary • Ability to grow professionally • Visionary • Ability to energize others • Proactive communicator • Multiple work experiences in various functional areas • Proactive communicator • The edge to make tough decisions Leadership Traits Identified by Organizational Leaders © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

16. 17-7 Table 17-2 cont. Colin Powell (Former Chairman of the Joint Chiefs of Staff and Secretary of State) Larry Bossidy (Former CEO Allied Signal) Carly Fiorina (CEO Hewlett-Packard) Jack Welch (Former CEO General Electric) • Flexible • A team orientation • Flexible • High energy • Challenges the status quo • A team orientation • Ability to execute Leadership Traits Identified by Organizational Leaders © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

17. Which are your strengths? How do you acquire these attributes? • Intelligence (gets followers) • Dominance (gets followers) • Self-confidence • Level of energy and activity • Task-relevant knowledge • Masculinity (assumed to get followers).

18. Trait approach • Focuses on specific aspects of human capital • Ignores social capital. • Which is more critical for success?

19. Leadership is also interpersonal relatedness. • So how should a leader relate to subordinates. • Major question, can a leader also be friends with subordinates?

20. Lets focus on leadership style or ways of relating. • Two dimensions • People (social capital) • Task (human capital)

21. 17-9 Figure 17-3 High 9 8 7 6 5 4 3 2 1 Low Concern for People Low 1 2 3 4 5 6 7 8 9 High Concern for Production The Leadership Grid® 1.9 Country club management 9.9 Team management 5.5 Middle-of-the-road-management 9.1 Authority-compliance 1.1 Impoverished management © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

22. Country Club emphasizes • Job satisfaction. Happy worker is productive worker. What can I do to help you be better (servant leadership).

23. Authority compliance • Tells people what to do, how to do it, and when to do it. Monitors performance closely (electronic or direct). Commonly dismisses people if poor performance. • Military model

24. Team • Supervisor and subordinate are a team. • Power distance is minimal. Open communication. Share goals and set firm goal (task). But goals are set with subordinate participation (People). Let people decide how to meet the goals. Monitor performance. Discuss performance from problem solving perspective. Recognize when goals are achieved.

25. Middle of the Road. • Someone who is eclectic. Not consistent. • Or Varies with people and trust.

26. Which one empasizes • Human capital • Social capital • Both Human and social capital

27. Research in general • 9,9 or team is considered best in general. However, research increasingly suggests it depends. • Chain saw Al Dunlap and Sunbeam • Thus managers need to be flexible.

28. Self assessment.

29. Coaches at ISU. Where do they stand on the grid? • McCarney • Eustachy (I know he is no longer coach but we know more about him). • Fenelley. • Other?

30. Summary • This approach is better than trait because both human and social capital. • Many find the simplicity very useful. (I do too). • Where you are at—where you would like to be. • However, while 9-9 is good, many examples of others who are not so good.

31. suggestions • Many different contingency approaches • Hershey and Blanchard is conceptually closest to Managerial grid.

33. Delegating is similar to Country club • Participating is similar to team • Telling is similar to task • Selling is unique element of middle of the road or perhaps between Team and task.

35. Does the Doug Durand Case apply?

36. Carol Collins supervises a group of eight bank tellers. Since bank tellers handle large sums of money as part of their job, they are required to follow strict guidelines regarding banking procedures. Carol recently transferred to this bank branch and was surprised to find the tellers were disgruntled with many aspects of their jobs. The tellers were dissatisfied with pay levels, benefits, mandatory overtime policies, and other aspects of their work environment. Carol's predecessor knew of the tellers' dissatisfaction, but did nothing to address the situation. Since Carol's predecessor ignored their concerns, the tellers expect Carol to behave in a similar manner. What should Carol’s leadership style be?

37. Evaluation • Intuitive appeal • Research support is limited.

38. Substitutes for Leadership—Especially Task. • Experience • Professionalism • Structured tasks • Feedback from the job itself • Explicit goals • Rules and procedures

39. Natural redundancy • Insult. • Especially individual

40. No substitutes for Relationships • Thus, when is country club most relevant.

41. Summary • Understand leadership style • Have an initial image of leadership style. • May not be final image. • Different leadership styles may be effective. • Need to develop different leadership styles for different situations.