DIAGNOSING THE ENVIRONMENTDIAGNOSING THE ENVIRONMENT

CHAPTER SEVEN

Effective leaders use a behavioral style that is appropriate to the demands of the Effective leaders use a behavioral style that is appropriate to the demands of the environment.environment.

Three competencies of leadership are:

I. Learn to diagnose the environment

II. Adapting

III. Communicating

Environmental VariablesEnvironmental Variables

STYLE – the consistent patterns leaders use as they work with and through other people; habits of action that become predictable to those who work with a leader.

EXPECTATION – the perceptions of appropriate behavior for one’s role or position; one’s perception of the roles of others within an organization.

An organization’s effectiveness depends on how individuals perceive and An organization’s effectiveness depends on how individuals perceive and accept the institution’s goals and objectives as their own.accept the institution’s goals and objectives as their own.

The leader is the pivotal point of which all the other environmental The leader is the pivotal point of which all the other environmental variables interact. variables interact.

Interaction of Style and ExpectationInteraction of Style and Expectation

The style of the leader is one of the most important elements of leadership.

Four internal forces that influence ones leadership style is: A. Value system B. Confidence in employees C. Personal inclinations D. Feeling of security in uncertain situations

A leader’s style is determined by how their followers perceive their behavior. Followers behave according to how they perceive their leaders. Effective leaders need to learn how they come across to others.

FOLLOWERS STYLE & EXPECTATIONSFOLLOWERS STYLE & EXPECTATIONS

Followers are the crucial factor in any leadership event. They can accept or reject the leader. They determine whatever personal power the leader will have. A leader’s effectiveness depends greatly on the style of the individual workers.

Tannerbaun & Schmidt believe leaders can permit followers greater freedom under the following conditions:

A high need for independence A readiness to assume responsibility for decision making A relatively high tolerance for ambiguity Are interested in the problems of the organization, and feel its importance Understand and identify with the goals of the organization Have the necessary knowledge and experience to deal with a problem Expect to share in decision making

Leaders may not be able to change their followers style. They may Leaders may not be able to change their followers style. They may need to adapt (temporarily) to the followers behavior.need to adapt (temporarily) to the followers behavior.

Hyler Bracey suggest leaders “manage from the heart”, which can promote honesty Hyler Bracey suggest leaders “manage from the heart”, which can promote honesty in the leader/followers relationship, increase job satisfaction through personal in the leader/followers relationship, increase job satisfaction through personal

empowerment and give the organization a competitive edge.empowerment and give the organization a competitive edge.

Hear and understand me

Even if you disagree with me, please don’t make me wrong

Acknowledge the greatness within me

Remember to look for my good intentions

Tell me the truth with understanding

SUPERVISOR’S STYLE & EXPECTATIONSSUPERVISOR’S STYLE & EXPECTATIONS

Supervisor – the leader’s leader

It is important for managers to know the expectations of their supervisors.

ASSOCIATES’ STYLE & EXPECTATIONASSOCIATES’ STYLE & EXPECTATION

The teachers’ associates are the other teachers or colleagues.

Styles and expectations of associates are important to leaders when they have frequent interactions with them.

ORGANIZATION’S STYLE & EXPECTATIONORGANIZATION’S STYLE & EXPECTATION

Style and Expectation is determined by the history and traditions of the organization and the organization’s goals and objectives that reflect the style and expectations of the

current top management.

The organization develops certain modes of behavior. The organization becomes institutionalized when it becomes

infused with a system of values that reflect its history and the people who play a vital role in its formation and growth.

The organizations are expressed in policies, operating procedures, controls, informal customs and mores over time.

ORGANIZAITONAL GOALSORGANIZAITONAL GOALS

Organizational goals consist of a combination of output and intervening variables.

Output variables – short run goals that are easily measured (net profits, annual earnings, etc.).

Intervening variables – long run goals that reflect the internal condition of an organization that can not be easily measured; such as, capacity for effective interaction, communication and decision making.

OTHER SITUATIONAL VARIABLESOTHER SITUATIONAL VARIABLES

Job Demand – a variable task structure or the degree of structure in the task that the group

is to perform.

a. Structured jobs require high task behavior.

b. Unstructured jobs do not need direction; favor relationship-oriented

behavior.

Time – The amount allotted for decision making determines the leadership style:

a. Short time demands require task-oriented behavior.

b. Long time provides opportunity for leader to select from a broader

range of learning styles.

GENERATIONSGENERATIONSThere are several with specific motivation needsThere are several with specific motivation needs

Generation G (1922-43)

Ages 54 and older

“Gray Generation”

Characteristics:

Hard workers, dedicated,

respect others, like consistency, sacrificial, value obedience over individualism, believes in hierarchy and adjust to younger supervisors.

Leadership Influence:

Have a command/control style with clear, simple directions. Provide your expectations. Train them in technology. Provide mentoring. Reward their contributions.

Generation B (1942-60)

Ages 35 to 53

“Baby Boomers/Yuppies”

Characteristics:

Value job security due to mergers, downsizing, pension plan changes and elderly parents; pursue expansion and personal gratification, committed, the star of the show, strive for health and cooperative.

Leadership Influence:

Be consensual not hierarchical. Share your expectations. Value, respect and give credit for their accomplishments.

Challenge them to excel. Set a warm environment.

Provide training needed.

Generation X (1960-00)

Ages 23 to 34

“Xers”

Characteristics:

Value job satisfaction, is self-led, self-reliant, take risks, wants to know vision of organization, technological, transient, has subsets Generation N

(Hispanics – has language and cultural barriers).

Leadership Influence:

Develop a responsive team. Challenge their thinking. Give reassurance for employee’s work. Incorporate technology & innovation with hands off approach. Keep workers informed. Provide training.

Generation Y (1980-00)

Ages 12 to 22

“Yes Generation”

Characteristics:

Service providers, era of Nintendo and digital technology, lack nuclear family, openly discuss adult issues, cares for environment, accept multiculturalism, achievement oriented and values conscious.

Leadership Influence:

Evaluate performance demands. Allow time to be self-led. Allow them to set goals & achieve dreams. Provide training and mentoring. Be flexible and adapt to their style.

Leading TeamsLeading Teams

Team members with different styles should have common goals and objectives and compensate each other in the areas that they have shortcomings.

Organizations need open dialogue with certain amount of conflict, confrontation and differing points of view to encourage new ideas and patterns of behavior.

Diversity helps organizations win in the global market place.

OTHER ENVIRONMENTAL VARIABLESOTHER ENVIRONMENTAL VARIABLES

Specific organization may have additional variables unique to themselves that must be evaluated before determining their effectiveness.

A leader’s physical statueGender

EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT

DOMESTIC & GLOBALDOMESTIC & GLOBAL3 Categories3 Categories

Remote Environment

Organization has no influence over economic, social, political, technological and ecological factors.

Industry Environment

Organization have more influence on industry factors such as buyers, availability of substitutes or complements and the intensity of competitive rivalry.

Operating Environment

The tasks or competitive environment comprises factors as competitors, creditors, customers, labor force and suppliers.

DEVELOPING STRATEGIESDEVELOPING STRATEGIES

It is difficult to make a complete change in a person’s style.

To do so is a slow and expensive process.

Managers are encouraged to adopt a normative behavior style.

Be flexible. It is unrealistic to expect one style to be successfully applied in every situation.

CHANGES IN EXPECTATIONCHANGES IN EXPECTATION vs. vs.

CHANGES IN STYLECHANGES IN STYLE

Changes in expectation are changes in knowledge and attitudes and can be implemented more rapidly than changes

in style.

Followers can adjust their expectations when they understand their leader’s style.

CHANGING SITUATIONAL VARIABLESCHANGING SITUATIONAL VARIABLES

3 MAJOR SITUATIONAL VARIABLES3 MAJOR SITUATIONAL VARIABLES

I. Leader-Member Relations The leader’s personal relations with

members of their group.

II. Position Power The power and authority that the

position provides.

III. Task Structure The degree of structure (routine

versus challenging)

DIAGNOSING THE ENVIRONMENT DIAGNOSING THE ENVIRONMENT

It is important that people of high position, throughout an organization, have the prerequisites for carrying out organizational goals effectively.

A person successful in one position may not automatically be successful in another.

The Peter PrincipleThe Peter Principlebyby

Lawrence J. PeterLawrence J. Peter

“In a hierarchy, every employee tends to rise to his level of “In a hierarchy, every employee tends to rise to his level of

competence.” competence.”

The Peter Vaccine

Train and develop employees before promoting them.

Carefully select leaders whose personality and expectations are appropriate for the new job.

THE KEY VARIABLETHE KEY VARIABLE

It is impossible to address all interacting variables in an organization; however, there is one key variable – the relationship between the leader and follower.

If the follower is not willing to follow, it doesn’t matter what the boss thinks, what the nature of the work is, how much time is involved or other situational variables are.