9 Leadership--Part 1 (for Carmen)

8/12/2019 9 Leadership--Part 1 (for Carmen)

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Leadership

(Part 1)

MHR 3200Dr. Larry InksDepartment of Management and Human ResourcesFisher College of BusinessThe Ohio State University


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Leadership Basics

Leadership vs. Management

Behavioral Theories of Leadership

Situational Theories of Leadership

Other Views of Leadership

Next Time: Leadership Excellence

OverviewLeadership (Part 1)


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Leadership:The process of providing direction and influencing individualsor groups to achieve goals.

Many different leadership theories

Many different types of leaders

Management vs. Leadership

Leadership Basics


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Management

Focused more on the current

Promotes stability and efficiency

Management skills:- Planning- Organizing- Analytical thinking- Communicating/informing

Keeps the trains running ontime

Management vs. Leadership

Leadership

Focused more on the future

Promotes change and adaptation

Leadership skills:- Strategic thinking- Conceptual thinking- Innovation/creativity- Inspiring

Decides where the tracks shouldbe placed

Which of these is more important for organizational success?


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Theories of Leadership


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The Ohio State Leadership Studies: one of the first; consideration for

people v. task

University of Michigan Studies

Managerial Grid- Concern for People and Concern for Production

- 2 x 2 matrix with 5 leadership styles

Behavioral Theories of Leadership

Low

Low High

High

Concern for

People

Concern for Production

Impoverished

Management

Team

Management

Middle of the Road

Management

Authority-

Compliance

Country Club

Management


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Situational Leadership

Selling (S2)Explain decisions/

provide opportunityfor clarification

Participating (S3)Share ideas andfacilitate indecision making

Low

Low

High

High

Leader Behavior

Task Behavior

Follow er Readiness

High Moderate Low

R4 R3 R2 R1

Re

lations

hipBe

hav

ior

(supportiv

ebe

hav

ior

)

Delegating (S4)Turn over

responsibility fordecisions and

implementation

Telling (S1)Provide specific

instructions and closelysupervise performance

Unable and

unwilling or

insecure

Unable but

willing or

confident

Able but

unwilling or

insecure

Able, willing,

confident


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Clear a path to the goal:

Directive leadership

Supportive leadership

Achievement-oriented leadership

Participative leadership

Upward-influencing leadership: meeting peoplehigher up to help your dept

Path-Goal Theory Leadership Behaviors

The most appropriate type(s) of leader behaviors are situation specific


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Other Conventional Types of Leadership

Laissez-faire Leadership Not assuming leadership responsibilities NOT a way to lead

Transactional Leadership Clarifying role requirements, task requirements, accountabilities, etc.

Providing positive and negative rewards for performance

Transformational Leadership Provides a transformational change in engagement of

organizational members toward organizational goals Not a substitute for transactional leadership, but a complement to it

Vision, communication of the vision, mobilize commitment

Transformational leaders are often strong charismatic leaders as well


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Self-confidence

Vision

Ability to articulate the vision and make it real to others

Strong convictions about the vision

Behavior that is out of the ordinary

Strong abilities to manage change

Environment/resource sensitivity

Characteristics of Charismatic Leaders


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Contemporary Views of Leadership


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What Behaviors Define a Great Leader?

Think of a leader youve interacted with personally; someone who made asignificant impression upon you and/or someone who you see as a role

model. What did he or she say and/or do that was so powerful?


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Kouzes and Posners Leadership Practices*

Practices Commitments

Challenging the Process 1. Search out challenging opportunities for change

2. Experiment, take risks, and learn from mistakes

Inspiring a Shared Vision 3. Envision an uplifting and noble future

4. Enlist others by appealing to their values, interests,

hopes and dreams.

Enabling Others to Act 5. Foster collaboration and build trust.

6. Strengthen people by developing and empowering them.

Modeling the Way 7. Model value-driven behavior

8. Achieve small wins to promote commitment

Encouraging the Heart 9. Recognize individual contributions to success

10. Celebrate team accomplishments regularly

*Source: Kouzes, J., and Posner, B. (1995). The Leadership Challenge. San Francisco, CA: Jossey-Bass


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People Get out of the office and circulate among the troopsBuild strong alliances

Persuade rather than coerce

Character Honesty and integrity are the best policies

Never act out of vengeance or spite

Have the courage to handle unjust criticism

Be a master of paradox

Endeavor Exercise a strong handbe decisive

Lead by being led

Set goals and be results-oriented

Keep searching until you find your Grant

Encourage innovation

Communication Master the art of public speaking

Influence people through conversation and storytelling

Preach a vision and continually reaffirm it

Lincoln on Leadership*

* Source: Phillips, D. (1992). Lincoln on Leadership. New York NY: Time-Warner


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Why CEOs Fail*

Arrogance Youre right and everybody else is wrong

Melodrama You always grab the center of attention

Volatility Your mood shifts are sudden and unpredictable

Excessive Caution The next decision you make may be your first

Habitual Distrust You focus on the negatives

Aloofness You disengage and disconnect

Mischieviousness You know that rules are only suggestions

Eccentricity Its fun to be different just for the sake of it

Passive Resistance Your silence is misinterpreted as agreement

Perfectionism You get the little things right but the big things wrong

Eagerness to Please You want to win any popularity contest

* Source: Dotlich, D. and Cairo, P. Phillips, D. (2003). Why CEOs Fail. San Franciso, CA: Wiley and Sons


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Empirical analysis suggests five primary dimensions ofleadership behavior:

Character

Personal Capability

Focus on Results

Interpersonal Skills

Ability to Lead Organizational Change (as required)

WILL BE ON EXAM.

The Extraordinary Leader Model*

*Source: Zenger, J. and Folkman, J. (2002). The Extraordinary Leader. New York, NY: McGraw-Hill.


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CharacterDisplays High Integrity and

Honesty

Personal Capability

Technical/Professional Expertise

Solves Problems and AnalyzesIssues

Innovates

Practices Self Development

Focus on Results

Drives for ResultsEstablishes Stretch Goals

Takes Initiative

Zenger and Folkmans Competency Model*

Interpersonal SkillsCommunicates Powerfully and

Prolifically

Inspires and Motivates Others

to High Performance

Builds Relationships

Develops OthersCollaboration and Teamwork

Leading Change

Develops Strategic Perspective

Champions Change

Connects the Group to theOutside World

*Source: Zenger, J. and Folkman, J. (2002). The Extraordinary Leader. New York, NY: McGraw-Hill.


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The 3 Ps of Effective Business Leaders

Passion

Performance

Principle

Have a personal passion for what they do.Theyd continue to do it if they wereindependently wealthy. Theyd also continueto do it if they were compensated very little.

They hate to lose. They keep score, and theyset high standards. As much as they enjoywinning, they hate losing even more.

Cheating in order to win doesnt count. Whenfaced with a decision that puts profit ahead ofprinciple, principle will always win.

The 3 Ps: Exceptional Business Leaders. . .


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What Questions Do You Have?

9 Leadership--Part 1 (for Carmen)

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