Human Behavior: Leadership and Motivation

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Chapter 7

Leadership


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THE NATURE OF LEADERSHIP

Do you have leadership qualities? Yes? No?

Can you influence people to perform task?

Do you support others to work enthusiastically toward achieving a goal?


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Leadership

A process of influencing and supporting others to work enthusiastically toward achieving objectives.

Without a leader an organization would only be a set of confused people and machines


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Warren Buffett

Sergey Brin & Larry Page

Jerry Yang and David Filo

Jeff Bezos

Bill Gates and Paul Allen

Steve Jobs & Steve Wozniak

Berkshire Hathaway

Google

Yahoo

Amazon

Microsoft

Apple


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Ultimate Test of Leadership

The degree to which a leader can identify, develop, channel and enrich the potential that is already in an organization and its people

- and then sustains it across both good and bad times.


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WHAT IS YOUR

LEADERSHIP STYLE?


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Difference between Management and Leadership

Can you be an effective manager but bad in leadership?

Can you be an effective leader but bad in managing?

Management - is the function that coordinates the efforts of people to accomplish goals and objectives using available

resources efficiently and effectively.

Leadership - a process of influencing and supporting others to work enthusiastically toward achieving objectives.


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Traits of Effective Leaders

Traits are your physical, intellectual, and personality attributes.

•Separates the leaders and non-leaders

•Successful and unsuccessful leaders

Physical – height, body size, shape, personal attractiveness

Intellectual – Intelligent, smart, cognitive

Personality – ambitious, aggressive, determine,


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Positive Leadership Traits

Primary Positive Traits

Honesty & Integrity – Ethics, authenticity

Personal Drive & Energy – Determination, will power,

Desire to Lead – Motivation to influence others

Self-Confidence – Optimism and belief in self efficacy


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Positive Leadership Traits

Secondary Positive Traits

Cognitive (analytical) abilities – conscious, intellectual activity, thinking, reasoning, remembering, understanding, learning

These cognitive abilities are:

•Charisma

•Flexibility

•Adoptive ness

•Warmth

•Creativity

•Originality

•Knowledge of Business


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Traits

Do not necessarily guarantee successful leadership

-Viewed as personal competencies or resources that may or may not be developed and used

-Some have capabilities to be effective leaders, but choose not to demonstrate the traits they have

-Others may have necessary traits and the desire to use them, but the opportunity to do so never arises.

Do you like to challenge these statements?


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Negative Traits of Some Leaders

Narcissism = are the Alpha Dogs in the Corporate World

If not controlled, becomes self-deceptive “Bilib sa sarili”

Worst scenario, produce leaders who are dangerously over confident, power-seeking persons who are always desperate to feed their egos.

Characteristics:

Ruthless, intimidate others (bullies), wants personal control

Result: Tension, stress, volatile


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Leadership Behavior

Successful leadership depends more on appropriate behavior, skills and actions – less on personal traits

(Physical, intellectual, personality)

But traits releases skills, actions, appropriate behavior

These are the expression of your traits.

They can be learned and changed.


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Three Types of Skills:

Technical Skills

Ex. Skills learned by accountants, engineers, lawyers, etc. Sometimes as they become leaders have less use of technical skills and uses their subordinates instead.

Person’s knowledge of, and ability in, any type of process or technique.

It’s the distinguishing feature of job performance at the operating and professional level (person’s OS)


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Human Skills

Ex. Can easily come up to people, gives handshakes, smiles, expresses appreciation, enthusiasm, warmth, listen attentively, solicit inputs, develop teamwork

Ability to work effectively with people and to build teamwork.

Behaviors are: Energize people, gives feedbacks, coaches, care-givers, empathize, sensitive, show compassion, & support others who need it.


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Conceptual Skills

Ex. Managers who can see the interrelationships between its divisions, and to understand how the firm fits into and affects its overall environment.

Ability to think in terms of models, framework, and broad relationships such as long-range plans.

Deals with ideas, and can integrate it ideas into processes.


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Leadership is Situational

Key: Recognize different situations and adapt to them on a conscious basis.

Action A maybe best today, then Action B might be better depending on a situation.

Ex. Aggressive and constant interaction will not guarantee successful result – at times you have to pull back to the background and keep the pressure off the group.


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Fellowship in Leadership

Leaders are also Followers. True or not?

They may also report to someone else, or at least to some degree.

Being an effective follower, as a leader (dynamic subordinancy) is a requirement for good leadership.


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Fellowship in Leadership

Positive Fellowship Behaviors includes:

•Being loyal and supportive, a team player

•Actively engage in pursuing dialogues and generating suggestions

•Constructively confronts the leader’s ideas, ethical values, actions

•Anticipate potential problems and prevents them

Negative Fellowship Behaviors Includes:

•Competition (opposing the leader to be in the limelight)

•Uncritical (“yes” man)

•Rebellion (opposes good leader, or support bad ones)


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BEHAVIORAL APPROACHES TO LEADERSHIP STYLE

Leadership Style

Positive Leadership – Supportive, rewards, coaches

Negative Leadership – Threatens, harshness, intimidates, penalize, use fear

Autocratic Leadership – Centralize power and decision makingand does not allow people to think for themselves

Consultative Leadership – Solicits employee’s opinions and inputprior making a decision

Participative Leadership – Decentralize authority, decision are not done on undertakings by the leader only but use the inputs from followers


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Leaders Use of Consideration and Structure

Consideration Leadership or Employee Orientation – concern about the human needs of their employees

- build teamwork, provide psychological support, help personal problems of employees

Structural leadership or Task Orientation – Get result by keeping people constantly busy

- Closely monitoring employee actions, urging them to produce at ever higher levels, ignores personal issues/emotions of employees

Best when combined together in one persons

Relate to Gender: Women tend to be more consideration Leaders


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Figure 7-3Blake and Mouton’s

Managerial Grid

Con

cern

for

peo

ple

Concern for production

1,9 Thoughtful attention toneeds of people for satisfyingrelationships leads to acomfortable, friendly organizationatmosphere and work tempo.

9,9 Work accomplishment is from committed people. Interdependence through a “common stake” in organization purpose leads torelationships of trust and respect.

5,5 Adequate organization performanceis possible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

1,1 Exertion of minimumeffort to get work done isappropriate to sustainorganization membership.

9,1 Efficiency in operations resultsfrom arranging conditions of work in such a way that human elementsinterfere to a minimum degree.

A tool in identifying

a manager’s

own leadership

style


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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Contingency or Exception Approaches Models

Fiedler’s Contingency Model Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale.

First, you determine the "situational favorableness" of your particular situation. This depends on three distinct variables that relate to the followers, the task, and the organization.

•Leader-Member Relations – This is the level of trust and confidence that your team has in you. A leader who is more trusted and has more influence with the group is in a more favorable situation than a leader who is not trusted.

•Task Structure – This refers to the type of task you're doing: clear and structured, or vague and unstructured. Unstructured tasks, or tasks where the team and leader have little knowledge of how to achieve them, are viewed unfavorably.

•Leader's Position Power – This is the amount of power you have to direct the group, and provide reward or punishment. The more power you have, the more favorable your situation. Fiedler identifies power as being either strong or weak.


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Fiedler’s Contingency Model

The scale asks you to think about the person who you've least enjoyed working with.

You then rate how you feel about this person for each factor, and add up your scores. If your total score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be task-orientated leader.


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The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks. They're quick to organize a group to get tasks and projects done. Relationship-building is therefore considered a low priority.

However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions.


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Figure 2 shows a breakdown of all of the factors we've covered: Leader-

Member Relations, Task Structure, and Leader's Position Power. The final

column identifies the type of leader that Fiedler believed would be most

effective in each situation.


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For instance, imagine that you've just started working at a new company, replacing a much-loved leader who recently retired. You're leading a team who views you with distrust (so your Leader-Member Relations are poor). The task you're all doing together is well defined (structured), and your position of power is high because you're the boss, and you're able to offer reward or punishment to the group. The most effective leader in this situation would be high LPC – that is, a leader who can focus on building relationships first.

Or, imagine that you're leading a team who likes and respects you (so your Leader-Member relations are good). The project you're working on together is highly creative (unstructured) and your position of power is high since, again, you're in a management position of strength. In this situation a task-focused leadership style would be most effective.


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Hersey & Blanchards Situational Leadership Model

You've just finished training the newest member of your team.

Now that he's ready to start working, you give him the data he needs to enter into the company's database, and you hurry off to a meeting.

When you return later that afternoon, you find that he hasn't done anything. He didn't know what to do, and he didn't have the confidence to ask for help. As a result, hours have been lost, and you have to rush to enter the data on time. Although you may want to blame the worker, the truth is that you're as much to blame as he is.

How can you avoid situations like this?

Management experts Paul Hersey and Ken Blanchard argue that these things happen because leaders don't match their style of leadership to the maturity of the people they're leading. When style and maturity aren't matched, failure is the result.


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The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.


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According to Hersey and Blanchard, there are four main leadership styles:

•Telling (S1) – Leaders tell their people what to do and how to do it.

•Selling (S2) – Leaders provide information and direction, but there's more communication with followers. Leaders "sell" their message to get people on board.

•Participating (S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities.

•Delegating (S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in decisions.

As you can see, styles S1 and S2 are focused on getting the task done. Styles S3 and S4 are more concerned with developing team members' abilities to work independently.


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Figure 7-5 Situational leadership recommendations for leadership style to be used with each development level


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Path-Goal Leadership ModelImagine that your boss has just assigned a major project to your new team.

There are some very talented people within the team, but you've worked with them in the past, and it wasn't a pleasant experience...

You've always felt that the best way to manage a fast-paced, expert team is to set objectives, and then let team members work out how they'll deliver for themselves.

You don't want to interfere with what they're doing, so you rarely have meetings with individuals or with the group.

The problem is that the team hasn't responded well to this approach. So what else should you do? Would daily meetings waste your people's time? And would they be annoyed if you involved yourself more in decision-making, or gave them more guidance on the project?

When thinking about the best way to lead a team, we have to consider several different factors, and it's easy choose the wrong approach. When this happens, morale, effectiveness, and productivity can suffer.

Path-Goal Theory helps you identify an effective approach to leadership, based on what your people want and your current situation.


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Path-Goal Leadership Model

The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy.

In particular, leaders:

•Clarify the path so subordinates know which way to go.

•Remove roadblocks that are stopping them going there.

•Increasing the rewards along the route.


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Leaders need to provide a balance of bath Task and Psychological support for their employees:

•Task Support – When leaders help assemble the resource budgets, power, and other elements that are essential to get the job done.

•Psychological Support – Leaders must stimulate people to want to do the job and attend to their emotional needs.


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Style to use to direct people:

•Directive Leadership - This includes giving them schedules of specific work to be done at specific times. Rewards may also be increased as needed and role ambiguity decreased (by telling them what they should be doing).

•Supportive Leadership – This includes increasing the follower's self-esteem and making the job more interesting. This approach is best when the work is stressful, boring or hazardous.


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Style to use to direct people:

•Achievement Oriented LeadershipAchievement Oriented Leadership - Setting challenging goals, both in work and in self-improvement (and often together). High standards are demonstrated and expected. The leader shows faith in the capabilities of the follower to succeed. This approach is best when the task is complex.

•Participative Leadership - This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it.


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Path-Goal Leadership Model –

Leaders must assess three significant variables in each employees:

•Locus of Control

•Willingness to accept the influence of other

•Self-perceived task ability


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As the environment around you changes, you can either attribute success and failure to things you have control over, or to forces outside your influence. Which orientation you choose has a bearing on your long-term success.

This orientation is known as your "locus of control." Its study dates back to the 1960s, with Julian Rotter's investigation into how people's behaviors and attitudes affected the outcomes of their lives.

Locus of control describes the degree to which individuals perceive that outcomes result from their own behaviors, or from forces that are external to themselves. This produces a continuum (see figure 1) with external control at one end and internal control at the other.


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Path-Goal Leadership Model – Contigency Factors

People who develop an internal locus of control believe that they are responsible for their own success. Those with an external locus of control believe that external forces, like luck, determine their outcomes.


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Willingness to accept the influence of others – If this variable is high, a directive approach will be mores successful, it it is low, a participative style is more appropriate

Self-perceived Task Ability – Employees who have high confidence in their potential will react most favorably to a supportive leader. While those lacking in perception of their own task ability will more likely embrace an achievement-oriented leader


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Vroom Decision-Making Model – Provides useful framework for identifying the best leadership style to adopt for the situation you are inUnderstanding the Model

When you sit down to make a decision, your style, and the degree of participation you need to get from your team, are affected by three main factors:

•Decision Quality – how important is it to come up with the "right" solution? The higher the quality of the decision needed, the more you should involve other people in the decision.

•Subordinate Commitment – how important is it that your team and others buy into the decision? When teammates need to embrace the decision you should increase the participation levels.

•Time Constraints – How much time do you have to make the decision? The more time you have, the more you have the luxury of including others, and of using the decision as an opportunity for teambuilding.


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Specific Leadership Styles

Vroom distinguishes three styles of leadership, and five different processes of decision-making that you can consider using


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EMERGING APPROACHES TO LEADERSHIP

Emerging Approach to Leadership – Special additional perspective of new ways of looking at leadership

Substitutes

Are variables that make leadership unnecessary for subordinates and reduce the extent to which subordinates rely on their leader

Enhancers

Are variables that serve to strengthen leader influence on subordinate outcomes

Neutralizers

Are variables which serve to weaken, or block leader influence on subordinate outcomes


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Coaching

A process that enables learning and development to occur and thus performance to improve.

To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place

It provides positive support, feedback and advice to an individual or group basis to improve their personal effectiveness in the business setting.


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Charismatic Leadership

Emphasizes the ability of a leader to communicate new visions of an organization to its followers and to raise follower awareness of the importance and core value of goals, often getting people to exceed their own interests.

Characteristics:

Charismatic Leaders are dominant, able to express their vision, are exceptionally self-confident, have a high need for power, and have a strong conviction in the moral “righteousness” of their beliefs.


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Transformational Leadership

Transformational leaders are those who transform their followers into becoming leaders themselves.

They create valuable and positive change in the followers. A transformational leader focuses on "transforming" others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole.


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Questions


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Reference Sources:

http://www.mindtools.com/pages/article/newTED_91.htm

http://en.wikipedia.org/wiki/Path%E2%80%93goal_theory

http://changingminds.org/disciplines/leadership/styles/path_goal_leadership.htm

http://www.mindtools.com/pages/article/fiedler.htm

http://www.mindtools.com/pages/article/newLDR_73.htm

http://www.mindtools.com/pages/article/newCDV_90.htm

http://en.wikipedia.org/wiki/Substitutes_for_Leadership_Theory

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