LeadershipLeadership

SM/REC 163SM/REC 163

Dr. Paul MiltonDr. Paul Milton

ProfilesProfiles

Take some time to do thisTake some time to do this

May do some research on this classMay do some research on this class

Consider Some Key PointsConsider Some Key Points

Write down a few ideas, OK to use Write down a few ideas, OK to use information from chaptersinformation from chapters

Then, as before, get with same group Then, as before, get with same group numbernumber

Discuss and appoint spokespersonDiscuss and appoint spokesperson Share ideas with classShare ideas with class

Continue with Key ConceptsContinue with Key Concepts

The Purpose of ManagementThe Purpose of Management Capabilities of Effective Org’s.Capabilities of Effective Org’s. Leading in today’s environmentLeading in today’s environment Cause of the transformation?Cause of the transformation? ““Megawaves” of Change?Megawaves” of Change? Impact of these trends (Megawaves)Impact of these trends (Megawaves) Organizations source of comp. adv.?Organizations source of comp. adv.?

The Challenges of Leading an The Challenges of Leading an (any) Organization(any) Organization

Full-time responsibilityFull-time responsibility Continually practicedContinually practiced No sure fire-techniques that work No sure fire-techniques that work

every timeevery time Key ideas and skillsKey ideas and skills

Reflective pause…Reflective pause… Human nature is emotionalHuman nature is emotional

True or False?True or False?

There is one best style or method of There is one best style or method of leadershipleadership

Management Defined Management Defined

Like most management/leadership Like most management/leadership concepts, no one pure, strict concepts, no one pure, strict definition in common usage.definition in common usage.

Look and at Look and at HBJHBJ::

““Process of working with and through Process of working with and through individuals and groups and other individuals and groups and other resources to accomplish resources to accomplish organizational goals” (p. 9).organizational goals” (p. 9).

Leadership DefinedLeadership Defined

Broader concept than managementBroader concept than management Distinction: Organizational goalsDistinction: Organizational goals

-Management: for goals of the org.-Management: for goals of the org.

-Leadership: could be for any one,-Leadership: could be for any one,

anythinganything Don’t forget: Management is a Don’t forget: Management is a

special kind of leadership, goals of special kind of leadership, goals of the organization are “paramount”.the organization are “paramount”.

Differentiation (Bennis)Differentiation (Bennis)

A LeaderA Leader A ManagerA ManagerConquers the contextConquers the context Surrenders to itSurrenders to itInnovatesInnovates AdministratesAdministratesIs an originalIs an original Is a copyIs a copyDevelopsDevelops MaintainsMaintainsFocuses on peopleFocuses on people Focuses on S & SFocuses on S & SInspires trustInspires trust Relies on controlRelies on controlHas long-range viewHas long-range view Has short-range Has short-range

viewviewAsks what and whyAsks what and why Asks how and whenAsks how and whenDoes the right thingsDoes the right things Does things rightDoes things right

The Age-old QuestionThe Age-old Question

Are leaders born, or made?Are leaders born, or made? HBJHBJ, and others say: both, and others say: both

General Impacts:General Impacts:

TraitsTraits

Formal ExperienceFormal Experience

Informal ExperienceInformal Experience

PracticePractice

Three CompetenciesThree Competencies

DiagnosingDiagnosing

AdaptingAdapting

CommunicatingCommunicating

Manager SkillsManager Skills

At least three areas:At least three areas:

1. Technical1. Technical

2.2. HumanHuman

3.3. ConceptualConceptual

True or False?True or False?

As a manager moves to higher level As a manager moves to higher level positions, technical skill becomes positions, technical skill becomes less importantless important

At higher levels of management, At higher levels of management, conceptual skills become conceptual skills become increasingly importantincreasingly important

Effective Human SkillsEffective Human Skills

Understanding BehaviorUnderstanding Behavior Predicting BehaviorPredicting Behavior Directing, Changing, Controlling Directing, Changing, Controlling

BehaviorBehavior Controlling PeopleControlling People Need a variety of toolsNeed a variety of tools Learning and being willing to apply Learning and being willing to apply

and practice theoryand practice theory

Foundations of Modern Leadership Foundations of Modern Leadership TheoryTheory

Syllabus add the word “theory”Syllabus add the word “theory” Behavior and motivationBehavior and motivation Study of psychologyStudy of psychology Greater detail on classic theoristsGreater detail on classic theorists

• Lewin, Maier, Maslow, Alderfer, Lewin, Maier, Maslow, Alderfer, McClelland, Expectancy TheoryMcClelland, Expectancy Theory

Gain perspective…Gain perspective…

Theory Match-upTheory Match-up

1.1. LewinLewin2.2. MaierMaier3.3. VroomVroom4.4. MaslowMaslow5.5. AlderferAlderfer6.6. McClellandMcClelland

Match these names to the theories Match these names to the theories listed on the handoutlisted on the handout

Theories of BehaviorTheories of Behavior

Lewin important starting pointLewin important starting point Goal-oriented behaviorGoal-oriented behavior The Causal Sequence (Maier)The Causal Sequence (Maier)

• MotivesMotives• GoalsGoals• Motive strengthMotive strength

Changes in motive strengthChanges in motive strength

Changes in Motive StrengthChanges in Motive Strength

Need satisfactionNeed satisfaction Blocking need satisfactionBlocking need satisfaction Cognitive dissonanceCognitive dissonance FrustrationFrustration Increasing motive strengthIncreasing motive strength

Expectancy TheoryExpectancy Theory

Link between effort and performanceLink between effort and performance

Performance – Reward linkPerformance – Reward link

Need elicits behaviorNeed elicits behavior

Expect that hard work gets rewardedExpect that hard work gets rewarded

Factors Affecting Expectancy Factors Affecting Expectancy TheoryTheory

AvailabilityAvailability

Personality DevelopmentPersonality Development

Changing PersonalityChanging Personality

Hierarchy of needsHierarchy of needs

One of all time classicsOne of all time classics NeedsNeeds

• PhysiologicalPhysiological• SafetySafety• SocialSocial• EsteemEsteem• Self-actualizationSelf-actualization

ERG TheoryERG Theory

Adjustment to Hierarchy of NeedsAdjustment to Hierarchy of Needs Three core needsThree core needs

• ExistenceExistence• RelatednessRelatedness• GrowthGrowth

Other Motivational researchOther Motivational research• Various “needs” researchVarious “needs” research

Other Motivational StudiesOther Motivational Studies

““Need” researchNeed” research• PhysiologicalPhysiological• SafetySafety• SocialSocial• Esteem: Prestige and Power needsEsteem: Prestige and Power needs• Self-actualization: Competence and Self-actualization: Competence and

AchievementAchievement

Today’s Leadership ThoughtsToday’s Leadership Thoughts

Let people know you believe in Let people know you believe in something and have faithsomething and have faith

Be there for people, even when they Be there for people, even when they make mistakesmake mistakes

-from -from What Do Followers Expect from What Do Followers Expect from Leaders?Leaders?, Holmes, P. (1998), Holmes, P. (1998)

More Foundations: From Classical More Foundations: From Classical to Modernto Modern

Scientific Management – TaylorScientific Management – Taylor

Mayo and Hawthorne studiesMayo and Hawthorne studies-Extend research through interviews-Extend research through interviews

-Coined term “anomie”-Coined term “anomie”

-Developed Rabble Hypothesis-Developed Rabble Hypothesis

McGregorMcGregor

McGregorMcGregor

-Theory X and Theory Y, from Mayo?-Theory X and Theory Y, from Mayo?

-Ouchi and Theory Z-Ouchi and Theory Z

-Assumptions-Assumptions

-how workers are viewed-how workers are viewed

-Basic assumptions about human -Basic assumptions about human naturenature

ArgyrisArgyris

ArgyrisArgyris

-Pattern A and Pattern B-Pattern A and Pattern B

-Patterns are defined as behaviors-Patterns are defined as behaviors

-Note some of the descriptors used -Note some of the descriptors used in both patternsin both patterns

HomansHomans

HomansHomans-Informal Work Groups-Informal Work Groups

-Activities-Activities-Interactions-Interactions-Sentiments-Sentiments

-Power of informal work groups-Power of informal work groups-especially in controlling group -especially in controlling group work/behaviorwork/behavior

Still MoreStill More

HerzbergHerzberg

-Motivation-Hygiene Theory-Motivation-Hygiene Theory

-Hygiene factors-Hygiene factors

-Motivators-Motivators Herzberg-Maslow connectionHerzberg-Maslow connection

-Needs/motives and Goals/incentives-Needs/motives and Goals/incentives Hygiene factors are “big deal”Hygiene factors are “big deal”

Theory X & Y vs.Theory X & Y vs.Pattern A & BPattern A & B

Are there similarities between both?Are there similarities between both? Differences?Differences? Which one is attitudinal and which Which one is attitudinal and which

one is behavioral?one is behavioral? This comparison is important to the This comparison is important to the

authors- Hersey, et.al.,authors- Hersey, et.al.,

-they largely base own SLT on it-they largely base own SLT on it

Today’s Leadership ThoughtsToday’s Leadership Thoughts

Anyone can lead on the good daysAnyone can lead on the good days

You win with the people you You win with the people you surround yourself withsurround yourself with

Once you think you have arrived, you Once you think you have arrived, you are already apostateare already apostate

---all anonymous---all anonymous

What Makes a Great Leader?What Makes a Great Leader?

Some of your “Favorite Persons”:Some of your “Favorite Persons”:FatherFather LeBron JamesLeBron JamesMy ParentsMy Parents Mom (5)Mom (5)

Larry BirdLarry Bird Lance ArmstrongLance ArmstrongFamily/Friends Jeff KoppingerFamily/Friends Jeff KoppingerAlbert PojulsAlbert Pojuls BoyfriendBoyfriendJohn Elway Jerry Rice and… John Elway Jerry Rice and…

Five of you said: “No one”Five of you said: “No one”

Who Would You Follow?Who Would You Follow?

Asked for your “favorite”, but why Asked for your “favorite”, but why are they so?are they so?

Do they exhibit leadership?Do they exhibit leadership?

Are there Are there traitstraits identified with identified with successful leaders?successful leaders?-list some-list some

Are these traits applicable in all Are these traits applicable in all situations?situations?

TraitsTraits

Predict leadership success by Predict leadership success by knowing a person’s traits?knowing a person’s traits?

Jennings, 1982, none after 50 yearsJennings, 1982, none after 50 years No set of traits clearly predicts, YuklNo set of traits clearly predicts, Yukl

-increased likelihood, no guarantees-increased likelihood, no guarantees Note Yukl’s list of traits in textNote Yukl’s list of traits in text Bennis: Four traits/competenciesBennis: Four traits/competencies

Characteristics of Effective Characteristics of Effective PerformancePerformance

Bennis later updated the 4 traits:Bennis later updated the 4 traits:1.1. Business literacyBusiness literacy2.2. People SkillsPeople Skills3.3. Conceptual SkillsConceptual Skills4.4. Track RecordTrack Record5.5. TasteTaste6.6. JudgmentJudgment7.7. CharacterCharacter

The Flip Side: Negative TraitsThe Flip Side: Negative Traits

McCall’s “Fatal Flaws”:McCall’s “Fatal Flaws”: Insensitivity*Insensitivity* Cold, aloofCold, aloof Overly ambitiousOverly ambitious Untrustworthy*Untrustworthy* Performance issuesPerformance issues OvermanagingOvermanaging Ineffective staffingIneffective staffing Adapt w/BossAdapt w/Boss OverdependentOverdependent onon No strategyNo strategy

mentor/advocatementor/advocate

Attitudinal ApproachesAttitudinal Approaches

Ohio StateOhio State

University of MichiganUniversity of Michigan

Likert’s Management SystemsLikert’s Management Systems

-starting point was U of M research-starting point was U of M research

Theory/PracticeTheory/Practice

Comes at just the right point in timeComes at just the right point in time Begin use of instrumentsBegin use of instruments Hersey suggests a good way to Hersey suggests a good way to

understand the attitudinal is to fill understand the attitudinal is to fill out the instrument--- we will.out the instrument--- we will.

There must a strong understanding There must a strong understanding of the theory, especially among of the theory, especially among leaders, to make it workleaders, to make it work

So…So…

Time for Us to Define LeadershipTime for Us to Define Leadership

Effective leaders are those who are Effective leaders are those who are able to obtain the cooperation of able to obtain the cooperation of other people to harness the other people to harness the resources provided by that resources provided by that cooperation to the attainment of a cooperation to the attainment of a goal.----Chemers, 1993goal.----Chemers, 1993

Another DefinitionAnother Definition

““Leadership occurs whenever one person Leadership occurs whenever one person attempts to influence the behavior of an attempts to influence the behavior of an individual or group, regardless of the individual or group, regardless of the reason. It may be for one’s own goals or reason. It may be for one’s own goals or for the goals of others, and these goals for the goals of others, and these goals may not be congruent with organizational may not be congruent with organizational goals. It is defined as the process of goals. It is defined as the process of influencing the activities (behavior) of an influencing the activities (behavior) of an individual or a group in efforts toward goal individual or a group in efforts toward goal achievement in a given situation”---achievement in a given situation”---Hersey, Blanchard, Johnson, 2001.Hersey, Blanchard, Johnson, 2001.

And How About…And How About…

The leader is “the individual in the The leader is “the individual in the group given the task of directing and group given the task of directing and coordinating task-relevant activities coordinating task-relevant activities or who, in the absence of a or who, in the absence of a designated leader, carries the designated leader, carries the primary responsibility or performing primary responsibility or performing these functions in a group.” ---Fred these functions in a group.” ---Fred Fiedler, 1967.Fiedler, 1967.

More…More…

““If there’s a clear distinguishing If there’s a clear distinguishing feature about the process of leading, feature about the process of leading, it’s in the distinction between it’s in the distinction between mobilizing others to do and mobilizing others to do and mobilizing others to mobilizing others to wantwant to do… to do…leaders mobilize others to leaders mobilize others to wantwant to to act because of the credibility they act because of the credibility they have.” ---Kouzes and Posner, 2001.have.” ---Kouzes and Posner, 2001.

FinallyFinally

Leadership: The process of Leadership: The process of influencing the activities of an influencing the activities of an individual or a group in efforts individual or a group in efforts toward goal achievement in a given toward goal achievement in a given situation”.”situation”.”

HBJ, p. 79HBJ, p. 79

Best Style of LeadershipBest Style of Leadership

This is a “leading” questionThis is a “leading” question A lot of research, a lot of uncertaintyA lot of research, a lot of uncertainty It’s leader, situation, follower It’s leader, situation, follower

dependentdependent

And on that note…And on that note…

Situational LeadershipSituational Leadership

Natural Outgrowth of Deficiencies in Natural Outgrowth of Deficiencies in other theoriesother theories

No guarantees of effectivenessNo guarantees of effectiveness No best styleNo best style Five situational models/theories that Five situational models/theories that

have received wide attentionhave received wide attention

The Big FiveThe Big Five

Tannenbaum-Schmidt Tannenbaum-Schmidt Vroom-YettenVroom-Yetten House-MitchellHouse-Mitchell FiedlerFiedler Hersey-BlanchardHersey-Blanchard We will look in depth at last twoWe will look in depth at last two

A Look BackA Look Back StogdillStogdill OSU StudiesOSU Studies Initiating Structure/Initiating Structure/

ConsiderationConsideration CochCoch Mich StudiesMich Studies Production orientationProduction orientation

Employee orientationEmployee orientation LikertLikert SystemsSystems Employee centered/Employee centered/

Job centeredJob centered McGreg.McGreg. Theory X & YTheory X & Y Negative assumptionsNegative assumptions

Positive assumptionsPositive assumptions ArgyrisArgyris Patterns A & BPatterns A & B Supervision, structureSupervision, structure

Supportive/facilitativeSupportive/facilitative

Key Terms and Concepts of all Key Terms and Concepts of all Situational LeadershipSituational Leadership

Process of leading is complexProcess of leading is complex

-no one type of behavior will be -no one type of behavior will be effective all the timeeffective all the time

Three main components of Three main components of leadership process…leadership process…

-The leader-The leader

-The follower(s)-The follower(s)

-Other situational variables-Other situational variables

Fred Fiedler and the Contingency Fred Fiedler and the Contingency ModelModel

Considered the “inventor” of Considered the “inventor” of contingency theory.contingency theory.

Three situational variables lead to Three situational variables lead to favorable situation for leaderfavorable situation for leader

Task oriented/Relationship orientedTask oriented/Relationship oriented Supported by research (see fig. 5-2)Supported by research (see fig. 5-2) DefinitionDefinition

And How About…And How About…

The leader is “the individual in the group The leader is “the individual in the group given the task of directing and given the task of directing and coordinating task-relevant activities or coordinating task-relevant activities or who, in the absence of a designated who, in the absence of a designated leader, carries the primary responsibility leader, carries the primary responsibility or performing these functions in a group.” or performing these functions in a group.” ---Fred Fiedler, 1967.---Fred Fiedler, 1967.

So, what kind of leader are you?So, what kind of leader are you? Let’s find out…Let’s find out…

Leadership PracticesLeadership Practices

Communicate EffectivelyCommunicate Effectively• Ask rather than “tell” to helpAsk rather than “tell” to help• A dose of sarcasm or words that hurt are A dose of sarcasm or words that hurt are

always tough to swallowalways tough to swallow• Never yell (the message gets lost Never yell (the message gets lost

because people are startled by the because people are startled by the sheer volume of your voice)sheer volume of your voice)

• Respect people’s confidencesRespect people’s confidences-taken from “What do Followers Expect of -taken from “What do Followers Expect of

Leaders?” by Patti Holmes (1998)Leaders?” by Patti Holmes (1998)

Fiedler on the Mid-RangeFiedler on the Mid-Range

Scores 65 – 82, “Extensive research Scores 65 – 82, “Extensive research on these middle LPC groups still on these middle LPC groups still needs to be conducted”, P. 50.needs to be conducted”, P. 50.

Factor analysis indicates that high Factor analysis indicates that high and low LPC’s differ from middle and low LPC’s differ from middle groups, p. 50.groups, p. 50.

Effective LeadershipEffective Leadership

Efficiency is concerned with doing Efficiency is concerned with doing things rightthings right

Effectiveness is doing the right thingsEffectiveness is doing the right things

* Peter Drucker, as quoted in Hersey, * Peter Drucker, as quoted in Hersey, Blanchard, Johnson (p. 126)Blanchard, Johnson (p. 126)

In-depth on Chapter 6In-depth on Chapter 6

Does Leadership = Management?Does Leadership = Management? Leadership is more encompassingLeadership is more encompassing Management is a special part of Management is a special part of

leadership where the goals are firstleadership where the goals are first Organizational vs. personal goals, Organizational vs. personal goals,

which one is leadership?which one is leadership? Need to be able to distinguishNeed to be able to distinguish Definitions Handout…Definitions Handout…

DefinitionsDefinitions

1.1. Organizational SuccessOrganizational Success

2.2. MBOMBO

3.3. ManagementManagement

4.4. Attempted LeadershipAttempted Leadership

5.5. Leadership Leadership

6.6. Organizational EffectivenessOrganizational Effectiveness

7.7. Parkinson’s LawParkinson’s Law

BassBass

The Successful Leadership The Successful Leadership ContinuumContinuum

Attempted leadershipAttempted leadership Successful leadershipSuccessful leadership Effective leadershipEffective leadership DiagramDiagram

LikertLikert

So far, considered mostly So far, considered mostly individualsindividuals

Effectiveness and impact on Effectiveness and impact on organization over time---Likertorganization over time---Likert

3 variables3 variables

-Causal-Causal

-Intervening-Intervening

-Output-Output

CausalCausal

Factors influencing the developments Factors influencing the developments in an org. and its results.in an org. and its results.

Independent variables can be altered Independent variables can be altered by the org. and its managementby the org. and its management

Not beyond org’s. controlNot beyond org’s. control Include: Leadership strategies, skills,Include: Leadership strategies, skills,

management decisions, policies and management decisions, policies and structure of org.structure of org.

InterveningIntervening

Causal variables have impact on Causal variables have impact on interveningintervening

For Likert: Intervening = Human For Likert: Intervening = Human Intervening variables represent current Intervening variables represent current

condition of the internal state of org. (?), condition of the internal state of org. (?), and are seen in such things as and are seen in such things as commitment to objectives, motivation, and commitment to objectives, motivation, and morale; also group skills in leadership, morale; also group skills in leadership, communication, conflict resolution, communication, conflict resolution, decision making, and problem solvingdecision making, and problem solving

Output or End ResultOutput or End Result

Observed in organizational Observed in organizational achievements ( typical eval. method)achievements ( typical eval. method)

Ways people in sport are measuredWays people in sport are measured Profit center performance, Baldridge?Profit center performance, Baldridge? Move away from single measures of Move away from single measures of

effectiveness---Vaill, Kaplan and effectiveness---Vaill, Kaplan and Norton, Corporate Reputation surveyNorton, Corporate Reputation survey

McGregor on IntegrationMcGregor on Integration

Integration diagramsIntegration diagrams

Develop one of two climatesDevelop one of two climates

MBOMBO

Drucker 1950Drucker 1950

CharacteristicsCharacteristics

ProblemsProblems

Style and EffectivenessStyle and Effectiveness

Different situations = different stylesDifferent situations = different styles

Task or Relationship BehaviorTask or Relationship Behavior

-not predictors of group performance-not predictors of group performance

Supporting researchSupporting research

StyleStyle

Leadership StyleLeadership Style-defined as the consistent behavior -defined as the consistent behavior pattern that an individual uses when pattern that an individual uses when working through and with other working through and with other people, as perceived by those people, as perceived by those people.people.*that pattern or style also becomes *that pattern or style also becomes somewhat predictable to those who somewhat predictable to those who work with them.work with them.

Expectations: The ConceptExpectations: The Concept

Perceptions of appropriate behaviorPerceptions of appropriate behavior

- own role, roles of others- own role, roles of others Define what to do (to an extent)Define what to do (to an extent) Shared expectations, meaning?Shared expectations, meaning? Environmental variables Environmental variables

communicate role expectations to communicate role expectations to the leader---Constant interactionthe leader---Constant interaction

Style & ExpectationsStyle & Expectations

Leader value systemsLeader value systems Confidence in employeesConfidence in employees Leader’s personal inclinationsLeader’s personal inclinations Feelings of securityFeelings of security

Perception of behaviorPerception of behavior

Follower’s Style/ ExpectationsFollower’s Style/ Expectations

Vital to personal powerVital to personal power Adapt to follower behaviorAdapt to follower behavior Conditions for greater freedomConditions for greater freedom

-Tannenbaum and Schmidt-Tannenbaum and Schmidt

Managing from the HEARTManaging from the HEART

Supervisor Style/ExpectationsSupervisor Style/Expectations

The leader’s leaderThe leader’s leader Not enough attention to thisNot enough attention to this Being a followerBeing a follower

-appropriate behavior?-appropriate behavior? Know supervisor expectationsKnow supervisor expectations Told vs. allowed to leadTold vs. allowed to lead

The GenerationsThe Generations

Situational Approach to Leadership Situational Approach to Leadership (HBJ)(HBJ)

Criticism of Fiedler and early SLT’sCriticism of Fiedler and early SLT’s Adjust behavior to fit situationAdjust behavior to fit situation Transactional theoryTransactional theory

-Leader style-Leader style

-Situation-Situation

-Develop a scheme for congruence-Develop a scheme for congruence

Situational Leadership Approach Situational Leadership Approach (con’t.)(con’t.)

Belief in importance of leader Belief in importance of leader adaptabilityadaptability

Belief in the importance of Belief in the importance of willingness/readiness of followerswillingness/readiness of followers

Belief that leader can Belief that leader can learn/developlearn/develop other styles of leadershipother styles of leadership

Developed the LEAD-self, LEAD-otherDeveloped the LEAD-self, LEAD-other

The LEADThe LEAD

What does it measure?What does it measure?

-3 aspects of leader behavior-3 aspects of leader behavior

-Style-Style

-Style Range-Style Range

-Style Adaptability-Style Adaptability

StyleStyle

Leadership StyleLeadership Style-defined as the consistent behavior -defined as the consistent behavior pattern that an individual uses when pattern that an individual uses when working through and with other working through and with other people, as perceived by those people, as perceived by those people.people.*that pattern or style also becomes *that pattern or style also becomes somewhat predictable to those who somewhat predictable to those who work with them.work with them.

The LEADThe LEAD

What does it measure?What does it measure?

-3 aspects of leader behavior-3 aspects of leader behavior

-Style-Style

-Style Range-Style Range

-Style Adaptability-Style Adaptability

Follower or Group ReadinessFollower or Group Readiness

Chapter 7Chapter 7 Factors in a given environmentFactors in a given environment

-leader-leader-follower(s)-follower(s)-boss (the leader’s leader)-boss (the leader’s leader)-peers (associates)-peers (associates)-organization-organization-jobs demands-jobs demands-available time-available time

InteractionInteraction

Most crucial interaction among the Most crucial interaction among the factors:factors:

Between Leader and FollowerBetween Leader and Follower No leadership without someone No leadership without someone

followingfollowing Part of effectivenessPart of effectiveness

-clarify what followers are to do-clarify what followers are to do

Readiness DefinedReadiness Defined

Readiness: the extent to which a Readiness: the extent to which a follower is able and willing to follower is able and willing to accomplish a task (HBJ, P. 175).accomplish a task (HBJ, P. 175).

-not a personality quality-not a personality quality

--moremore or or lessless readyready for specific tasks for specific tasks

-assess work group, as well as -assess work group, as well as individualindividual

Components of ReadinessComponents of Readiness

Readiness (HBJ) has 2 components:Readiness (HBJ) has 2 components:

-Ability-Ability

-Willingness-Willingness

Each has its own componentsEach has its own components

Readiness LevelReadiness Level

Combination of ability/willingnessCombination of ability/willingness R1R1 R2R2 R3R3 R4R4

PowerPower

DefinitionDefinition

-Power is influence potential (HBJ p. -Power is influence potential (HBJ p. 204)204)

-Induce of influence behavior -Induce of influence behavior (Etzioni, in HBJ, p. 206)(Etzioni, in HBJ, p. 206)

-power because of your position-power because of your position

-power derived from followers-power derived from followers

Seven Types of PowerSeven Types of Power

CoerciveCoercive ConnectionConnection RewardReward LegitimateLegitimate ReferentReferent InformationInformation ExpertExpert

CoerciveCoercive

Def.: The perceived ability to provide Def.: The perceived ability to provide sanctions, punishment, or sanctions, punishment, or consequences for not performingconsequences for not performing

Readiness level R 1 followers need Readiness level R 1 followers need guidanceguidance

Connection PowerConnection Power

Def.: The perceived association of Def.: The perceived association of the leader with influential persons or the leader with influential persons or organizationsorganizations

Avoid sanctions, but gain favor (R1, Avoid sanctions, but gain favor (R1, R2, telling and selling)R2, telling and selling)

Reward PowerReward Power

Def.: The perceived ability to provide Def.: The perceived ability to provide things that people would like to have.things that people would like to have.

Unable but willing (R2) more likely to Unable but willing (R2) more likely to engage in new behavior engage in new behavior

Legitimate PowerLegitimate Power

Def.: The perception that it is Def.: The perception that it is appropriate for the leader to make appropriate for the leader to make decisions because of title, role, or decisions because of title, role, or position in the organizationposition in the organization

Selling/Participating styles, moderate Selling/Participating styles, moderate ranges of readiness (R2,R3).ranges of readiness (R2,R3).

Referent PowerReferent Power

Def.: The perceived attractiveness of Def.: The perceived attractiveness of interacting with the leaderinteracting with the leader

Insecure/Unwilling (R3), needs high Insecure/Unwilling (R3), needs high relationship behavior (S3)relationship behavior (S3)

Information PowerInformation Power

Def.: The perceived access to, or Def.: The perceived access to, or possession of, useful informationpossession of, useful information

Based on perceived access to data, Based on perceived access to data, useful with R3,R4 followersuseful with R3,R4 followers

Expert PowerExpert Power

Def.: The perception that leader has Def.: The perception that leader has relevant education, experience and relevant education, experience and expertise.expertise.

Competent/Confident followers (R4’s) Competent/Confident followers (R4’s) would best be driven by Expert would best be driven by Expert Power (S4)Power (S4)

Best Type of Power?Best Type of Power?

NoNo

Best for follower, probably, must Best for follower, probably, must continually gaugecontinually gauge

Using SLT in Training and Using SLT in Training and DevelopmentDevelopment

Increasing effectivenessIncreasing effectiveness Likert and the “effectiveness cycle”Likert and the “effectiveness cycle” Important to determine readinessImportant to determine readiness Important to match style Important to match style Increases effectivenessIncreases effectiveness

Also, increase readinessAlso, increase readiness

Changing (Improving) ReadinessChanging (Improving) Readiness

Behavior modificationBehavior modification

Positive reinforcementPositive reinforcement

Individual reinforcementIndividual reinforcement

Reinforcement scheduleReinforcement schedule

Transformational ChangeTransformational Change

Transformation of an organizationTransformation of an organization

-involves -involves vitalvital organizational change organizational change

-vital often means necessary/needed-vital often means necessary/needed Features of transformational change Features of transformational change

are distinct, uniqueare distinct, unique As we go through list, compare to As we go through list, compare to

transactionaltransactional

FeaturesFeatures

Substantial changeSubstantial change• DiscontinuousDiscontinuous• Not just incremental/fine tuning typeNot just incremental/fine tuning type

External forcesExternal forces• GlobalizationGlobalization• SRWC exampleSRWC example

Deep and pervasiveDeep and pervasive• All parts and all levelsAll parts and all levels

Features (continued)Features (continued)

New actionsNew actions• Significantly differentSignificantly different• Entirely newEntirely new• Disruption of existing behavior patternsDisruption of existing behavior patterns• Change of norms and core valuesChange of norms and core values• The whole organization changesThe whole organization changes

So, transformation…So, transformation…

Starts beyond the organizationStarts beyond the organization

Includes realignment of mission, Includes realignment of mission, strategies, structurestrategies, structure

RequiresRequires re-creation of the culture, re-creation of the culture, and the behavioral processes of org.and the behavioral processes of org.

What is a Transformational Leader What is a Transformational Leader Then?Then?

Note on page 418, various Note on page 418, various characteristics listedcharacteristics listed

Focus here will be on Kouzes and Focus here will be on Kouzes and PosnerPosner• Challenging the ProcessChallenging the Process• Inspiring a Shared VisionInspiring a Shared Vision• Enabling Others to ActEnabling Others to Act• Modeling the WayModeling the Way• Encouraging the HeartEncouraging the Heart

Specific Actions of LeadersSpecific Actions of Leaders

Personal commitmentPersonal commitment Status quo no longer viableStatus quo no longer viable Clear vision on future of org.Clear vision on future of org. TimelyTimely AcknowledgingAcknowledging Defining and setting upDefining and setting up Regular stream of communication Regular stream of communication

and recognition/rewardand recognition/reward

More on Communication, More on Communication, Recognition RewardRecognition Reward

Deliberate influence processDeliberate influence process Individual or groupIndividual or group Discontinuous changeDiscontinuous change Current state/functionCurrent state/function The who organizationThe who organization Driven by vision, beliefs, valuesDriven by vision, beliefs, values Urgent: perceive and think Urgent: perceive and think

differently, perform differentlydifferently, perform differently