Leadership
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Transcript of Leadership
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LEADERSHIP Inspirational process that
implies willing enthuasiam
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Finbarr’s Wisdom Companies are most vulnerable in times
of boom. Bad leaders fail to make difficult decisions.
Not necessary to be liked, must be respected. Respect has to be earned.
Vision, courage, sensitivity. Hijack the future and create excitement. Prepared to sacrifice themselves for
their people.
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David Irvine
1. Passion2. Self sacrifice3. Courage
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ManagementLeadership
LeadershipManagement
Leadership Management
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LEADERSHIP:
Relationship through which one person influences the behaviour of
other people
MANAGEMENT:
Achieving organisational objectives through the manipulation of people
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Leading/Managing
Wanted: Corporate Leaders – Must have vision and ability to build corporate culture. Mere managers need not apply.
Change in top exec. Can account for 45% of co. performance (+/-)
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Leadership is both a process and a
property
(Griffin, pp504)
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Leadership Versus Management
Leadership Activity Management
Establishing direction and vision for the organization
Creating an agenda Planning and budgeting, allocating resources
Aligning people through communications and actions
that provide direction
Developing a human network for achieving the agenda
Organizing and staffing, structuring and monitoring
implementation
Motivating and inspiring by satisfying needs
Executing plans Controlling and problem solving
Produces useful change and new approaches to challenges
Outcomes Produces predictability and order and attains results
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Why Leadership MattersFortune – March 1998
… no one factor makes a company admirable, but if you were forced to pick the one that makes the most difference, you’d pick leadership
1. Direction/vision/dream2. Get your people to believe in it/buy into it3. Energise & Inspire people into action4. Simple, effective economic model5. Passion for the business
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Types of Power
Reward Coercive Legitimate/Position Referent Expert Information Connection
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Traits Approach
Functional Approach
Behavioural Approach
Styles Approach
Contingency Approach
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Traits
Initiative ImaginationSelf Assurance CaringEnthusiasm DecisivenessIntelligence DeterminationSociability EnergySex SupportivenessHelicopter vision FaithCourage Integrity
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Functions (KRECH ’62)
1. Executive2. Planner3. Policy Maker4. Expert5. External Representative6. Controller of Internal Relations7. Purveyor of Rewards and
Punishment
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Functions - Continued…8. Arbitrator & Mediator9. Exemplar10. Symbol of Group11. Substitute for Individual
Responsibility12. Ideologist13. Father Figure14. Scapegoat
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ACTION – CENTRED LEADERSHIP Adair ’80’s
TASKFUNCTIONS
TEAM INDIVIUDUAL FUNCTIONS FUNCTIONS
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Action – Centred Leadership
TASK FUNCTIONSDefining tasks; Planning; Allocation of
Resources;Delegating; Quality & Performance controlINDIVIDUAL FUNCTIONSMeeting Individual needs; Attending to personal
problems;Giving praise and status; TrainingTEAM FUNCTIONSMaintaining morale & team spirit; Training;Cohesiveness; Systems of communication
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PeopleProduction
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Behavioural Approaches
The Michigan Studies
Job Centered Person Centered
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The Ohio State Studies
Low Consideration High ConsiderationBehaviour Behaviour
Low initiating High initiatingStructure behaviour structure
behaviour
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Styles Approach
AUTOCRATIC
DEMOCRATIC
‘LAISSEZ-FAIRE’
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Resistance to autocracy
Increased competitiveness Value systems of society Improvements in education and
training Advances in scientific/technical
knowledge Influence of trade unions Influence of E.U.
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From behaviour to contingency
Tannenbaum and Schmidt’s Leadership Continuum
Use of Authorityby Manager
Boss-centered leadership
Manager makesdecision andannounces it
Manager permitssubordinates tofunction withinlimits defined bysuperior
Manager defineslimits, asks groupto make decision
Manager presentsproblem, getssuggestions,makes decision
Manager presentstentative decisionsubject to change
Manager presentsideas and invitesquestions
Manager“sells”decision
Area of Freedomfor Subordinates
Subordinate-centered leadership
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Fiedler’s LPC Theory Measures leader behaviour (task
focused V’s people focused) using the LPC scale
Individuals emerge as either task focused or people focused
Which behaviour is effective depends on the favourableness of the situation
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LPC Theory Three factors determine
favourableness: - Relationship between the
leader and led - Task structure - Position Power
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LPC Theory When the situation is very
favourable or very unfavourable the task focused leader performs best
When the situation is moderately favourable the people focused leader performs best
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Path Goal Theory to Leadership
Subordinates’personalcharacteristics
• Perceived ability• Locus of control
Leader behaviors
• Directive• Supportive• Participative• Achievement-
oriented
Environmentalcharacteristics
• Task structure• Work group
Subordinates’ motivation to perform
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WorkSituation
Follower lacks self-confidence
Supportive
Achievement-oriented
Participative
Directive
LeadershipStyle
Impact onFollowers
Expected Results
Lack of jobchallenge
Improperprocedures and poor decisions
Ambiguous job
Increases self-confidence to complete task
Encourages setting high but attainable goals
Clarifies followerneed for makingsuggestions andinvolvement
Clarifies path toget rewards
Increased effort. job satisfaction, and performance; fewer grievances
Improved performance and greater job satisfaction
Improved performance and greater satisfaction; less turnover
Improved performance and job satisfaction
Path-Goal Theory
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Path Goal Theory Possible leadership styles are:
- directive - supportive - participative - achievement oriented
Primary functions of a leader are to: - make desired rewards available - clarify the path to rewards
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Effective leadership depends on..
Characteristics of Leader Type of Power Characteristics of Led Relationship between Leader – Led Type of Organisation Nature of Task Nature and Influence of
Environment National Culture
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Alternative views Just one function of management
Substitutes for leadership - teams - intrinsic satisfaction - professional norms
Leader irrelevance - other factors make the difference
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So what is your point?? I think leadership is critical Leadership V’s Management The ‘power’ factor Theory is influenced by perspective Each perspective tells us something
about effective leadership