Management of Organizations

Leading Effectively
What Makes a Leader?
Think about all the bosses that you have had
What percentage would you say are true leaders?
Of the ones that were true leaders, what qualities and
behaviors of the person make you think of the person
as an effective leader?

Traits Behaviors
What Makes a Leader?

1900s: Traits approaches

1950s: Behavioral theories

1990s
1960s: Contingency theories
 The question, Who ought to be the boss? is like
asking, Who ought to be the tenor? Obviously, the
man who can sing tenor. Henry Ford

Leader Traits
Many traits have been connected to leadership: Intelligence,
Dominance, Self-confidence, Energy/Drive, Task-relevant
knowledge, Honesty/Integrity, Creativity, Flexibility, Charisma
Big Five: Extraversion (r = .31), conscientiousness (r = .28),
openness to experience (r = .24)
Derailment: Emotional (in)Stability (r = -.24), Defensiveness
Strong connection between traits and leadership
style/behavior
Resurgence of research in this area
Behavioral Theories
Ohio State studies
Initiating structure
Consideration
University of Michigan studies
Employee oriented
Production oriented
A more recent addition: Scandinavian Studies
Development oriented
Transformational Leadership Behaviors

Four dimensions of transformational leadership

Individualized Consideration
Intellectual Stimulation
Inspirational Motivation
Idealized Influence
Contingency Theories: Fiedlers Contingency Model

Match leadership style to situation

Relationship-oriented v/s task-oriented style
Leaders control over the situation
Leaders control is a function of leader-member relations,
task structure, and position power
Task-oriented style most effective when leaders control
over situation is low or high; when control is moderate,
relationship-oriented style is most effective
Contingency Theories: Hershey and Blanchards Situational Leadership Theory

Match leadership style to follower readiness (ability and

willingness/confidence to do a certain task)
If the follower is:
Unable and unwilling: Tell (high task + low relationship)
Unable but willing: Sell (high task + high relationship)
Able but unwilling: participate (low task + high relationship)
Able and willing: delegate (low task + low relationship)
Contingency Theories: Houses Path-Goal Theory
Employee and Task Characteristics Leadership Behaviors
Low-ability employees Directive
Employees with external locus of control
High role ambiguity
High-stress tasks and relationships Supportive
Low-skill roles (boring, repetitive tasks)
High-ability employees Participative
Employees with internal locus of control
Employees are highly involved in their roles
High-ability employees Achievement Oriented
Driven and high nAch employees
Roles provide challenge and feedback
The Micromanager: Focus on George Latour
Describe George Latours leadership style
What behaviors does he demonstrate?
Why is he employing this leadership approach?
What is his mental model of an effective leader?
What effect is it having on Shelley Stern?
How effective is Georges leadership style in this situation?
Does his leadership style need modification here?
Would it work better in a different situation?
The Micromanager: Focus on Shelley Stern
What is Shelleys role in the situation?
What is her contribution to the current state of affairs?
What is Shelleys mental model for a good manager? For a
good subordinate?
How does her mental model compare to Georges?
Should she have done anything differently?
What should she do now?
Who is more at fault here George or Shelley?
Assess their behavior and approach to their relationship
The Micromanager Case: Some Takeaways
Recognize some key differences
Setting direction vs. specifying the details
Coaching vs. micromanaging
Developing vs. stifling
Delegating vs. abdicating
Understand the nature of control and influence when leading
competent, driven individuals
Creating a sense of ownership
Showing respect and reinforcing reciprocity
Delegating and enabling/facilitating
Tuning into and managing emotions
 Managing vs. Leading

Organizing and running complex Challenging order and consistency;

business with a degree of order, producing change; improving:
consistency, and control:
Establishing a direction
Planning/budgeting
Pointing people in a direction
Designing structures
Motivating people
Staffing
Energizing organization
Establishing control systems
Removing obstacles along the way
Monitoring performance
Promoting unity and collaboration

Source: What leaders really do. J. Kotter, Harvard Business Review, December 2001
Leadership is About Providing a Vision

Leaders should
Have a clear view of the bigger picture
Have the ability to choose and plan a course of action
Effectively communicate the desired direction and its
purpose
Inspire others to willingly join them on the journey
Leadership is About Empowering Others
When sharing power and responsibility with employees:
Show trust
Provide vision
Remove performance-blocking barriers
Offer encouragement
Motivate
Coach
 Leadership is About Delegating
Managers have to divide their management time into boss-imposed
time, system-imposed time, and self-imposed time
Self-imposed time = subordinate-imposed + discretionary
You should work on minimizing subordinate-imposed time
through effective management of monkeys so that you have
enough discretionary time to devote to strategic activities
A monkey is a problem that a subordinate needs a decision/action/move
Employees attempt to move monkeys from their backs to yours;
subordinate-imposed time begins when a monkey makes a leap from
their back to yours and ends when the monkey is returned
If you are not careful, you will spend all your time dealing with your
subordinates monkeys
You should make sure that your employees own their monkeys

Source: Management Time: Whos Got the Monkey? By W. Oncken & D. L. Wass, Harvard Business Review, Nov-Dec 1999
 Four Types of Monkeys
The Jones Monkey:
Let me think about it and I will get back to you
The monkey promptly climbs on your back
The Johnson Monkey:
Send me a memo on that
The monkey is crawling up your leg
The Smith Monkey:
Just let me know how I can help
The monkey is swinging above you
The Reed Monkey:
I will draw up an initial draft for discussion with you
The monkey straddles both backs
Source: Management Time: Whos Got the Monkey? By W. Oncken & D. L. Wass, Harvard Business Review, Nov-Dec 1999
Leadership is about Tuning Into and Managing Emotions

Emotions as information

Understanding and influencing own and others

emotions

Using emotions to inform thinking

 Mixed Model of Emotional Intelligence

Components of emotional intelligence

Self-management skills
Self-awareness
Self-regulation
Motivation

The ability to relate to others

Empathy
Social skill

Source: What makes a leader? By D. Goleman. Harvard Business Review, January 2004
 Emotional Intelligence and Leadership Styles

Coercive/directive (demands compliance)

Authoritative/visionary (mobilizes others toward a vision)
Affiliative (creates emotional bonds & harmony)
Democratic (builds consensus through participation)
Pacesetting (models & expects excellence)
Coaching (develops people for the future)

need to be adept at all, and

to use each when appropriate
Source: Leadership that gets results by Daniel Goleman. Harvard Business Review, Mar-Apr 2000
Inputs into Your Personal Leadership Style

Who you are Traits

Your leadership philosophy:
A mental model of what
leadership is Personal
Leadership
Your repertoire of behaviors Style
Your internal (group or
organizational) and external
context