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Leadership

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people
Leadership

• The ability to influence a group toward the


achievement of goals
• “When you boil it down, contemporary leadership
seems to a matter of aligning people toward
common goals and empowering them to take the
actions needed to reach them."
Sherman, 1995
• Sanctioned vs. nonsanctioned leadership
Types of Leaders

• Leader by the position achieved

• Leader by personality, charisma

• Leader by moral example

• Leader by power held

• Intellectual leader

• Leader because of ability to accomplish things


Managers vs. Leaders

Managers Leaders
• Focus on things • Focus on people
• Do things right • Do the right things
• Plan • Inspire
• Organize • Influence
• Direct • Motivate
• Control • Build
• Follows the rules • Shape entities
Managers Vs Leaders
Manager Characteristics Leader Characteristics
• Administers • Innovates
• A copy • An original
• Maintains • Develops
• Focuses on systems and structures • Focuses on people
• Relies on control • Inspires trust
• Short range view • Long range perspective
• Asks how and when • Asks what and why
• Eye on bottom line • Eye on horizon
• Imitates • Originates
• Accepts the status quo • Challenges the status quo
• Classic good soldiers • Own person
• Does things right • Does the right thing
Trait Theories

• What characteristics or traits make a person a leader?


• Great Man Theory: Individuals are born either with or
without the necessary traits for leadership
• Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders
from non leaders
• Trait view has little analytical or predictive value
• Technical, conceptual and human skills (Katz 1974)
Behavioral Theories

• Ohio state studies: initiating structure (task or goal


orientation) vs. consideration (recognition of
individual needs and relationships)

• University of Michigan studies: Employee oriented


(genuine concern for people) vs. production oriented
(genuine concern for task)
The Managerial Grid
9,9
High9 1,9
Country club management
Team management
Work accomplishment is from
Thoughtful attention needs of people committed people, interdependence
for satisfying relationships leads to through a “common stake” in organization
8 purpose leads to relationship
A comfortable, friendly organization
Concern for people

atmosphere and work tempo of trust and respect


7

5
5,5
Organization Man Management
4 Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
3 1,1 9,1
Impoverished Management Authority-Obedience
Exertion of minimum effort to get Efficiency in operations results
2 required work done is appropriate from arranging conditions of
to sustain organization membership work in such a way that human
Low 1 elements interfere to a minimal degree

1 2 3 4 5 6 7 8 9

Low Concern for production High


Charismatic Leadership

Key Characteristics of Charismatic leaders


1. Self Confidence- They have complete confidence in
their judgment and ability.
2. A vision- This is an idealized goal that proposes a future
better than the status quo. The greater the disparity
between idealized goal and the status quo, the more
likely that followers will attribute extraordinary vision
to the leader.
3. Ability to articulate the vision- They are able to clarify
and state the vision in terms that are understandable to
others. This articulation demonstrates an understanding
of the followers’ needs and, hence acts as a motivating
force.
4. Strong convictions about vision- Charismatic leaders
are perceived as being strongly committed, and willing
to take on high personal risk, incur high costs, and
engage in self-sacrifice to achieve their vision.
5. Behavior that is out of the ordinary- Those with
charisma engage in behavior that is perceived as being
novel, unconventional, and counter to norms. When
successful , these behaviors evoke surprise and
admiration in followers.
6. Perceived as being a change agent- Charismatic
leaders are perceived as agents of radical change rather
than as caretakers of the status quo.
7. Environmental sensitivity- These leaders are able to
make realistic assessments of the environmental
constraints and resources needed to bring about change.
Transactional vs Transformational leaders

Characteristics

Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishment
• Management by exception (active): Watches and
searches for deviations from rules and standards, takes
corrective action.
• Management by exception (passive): Intervenes only if
standards are not met
• Laissez faire: Abdicates responsibilities, avoids making
decisions
Transformational Leaders

• Charisma : Provides vision and sense of mission,


instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important
purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence,
rationality, and careful problem solving.
• Individualized consideration: Gives personal
attention, treats each employee individually, coaches,
advises.
The Activities of Successful & Effective leaders

Description categories
Type of Activity
Derived from free Observation

Exchange Information
Routine Communication
Handling paperwork

Planning
Traditional Management Decision Making
Controlling

Interacting with outsiders


Networking
Socializing /Politicking

Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing
Relative Distribution of Manager’s Activities

Networking
(19%)
Traditional Management
(32%)
Human resources
(20%)

Routine Communication
(29%)
What skills do leaders need?

• Personal Skills

•Coping with stressors


•Managing time
•Delegating 2.Managing
stress

3. Solving
1. Developing Problems
•Determining values Self-awareness creatively
and priorities •Using the rational approach
•Identifying cognitive style •Using the creative approach
•Assessing attitude toward change •Fostering innovation in others
• Interpersonal Skills

• Gaining power
• Exercise influence
5. Gaining power • Empowering others
• Coaching and influences
• Counseling
• Listening
4. Communication 6. Motivating
supportively others
7. Management
conflict
• Diagnosing poor performance
• Identifying causes • Creating a motivating environment
• Selecting appropriate strategies • Rewarding accomplishment
• Resolving confrontations
Common Activities

• Planning

• Organizing

• Directing

• Controlling
Planning

Manager Leader
• Planning • Devises strategy
• Budgeting • Sets direction
• Sets targets • Creates vision
• Establishes detailed
steps
• Allocates resources
Organizing

Manager Leader
• Creates structure • Gets people on board for
• Job descriptions strategy
• Staffing • Communication
• Hierarchy • Networks
• Delegates
• Training
Directing Work

Manager Leader
• Solves problems • Empowers people
• Negotiates • Cheerleader
• Brings to consensus
Controlling

Manager Leader
• Implements control • Motivate
systems • Inspire
• Performance measures • Gives sense of
• Identifies variances accomplishment
• Fixes variances
Leadership Traits

• Intelligence
– More intelligent than
non-leaders
– Scholarship
– Knowledge
– Being able to get
things done
• Physical
– Doesn’t see to be
correlated
Leadership Traits (cont’d)

• Personality
– Verbal facility
– Honesty
– Initiative
– Self-confident
– Ambitious
– Originality
– Sociability
– Adaptability
New Leaders Take Note

• General Advice • Challenges


– Take advantage of – Need knowledge
the transition period quickly
– Get advice and – Establish new
counsel relationships
– Show empathy to – Expectations
predecessor – Personal equilibrium
– Learn leadership
New Leader Traps

• Not learning quickly • Captured by wrong


• Isolation people
• Know-it-all • Successor syndrome
• Keeping existing team
• Taking on too much

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