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Welcome to Session Five:

Perspectives on Leadership and


Management
APMG 8100 Organisations and
Leadership
Session Overview

What are perspectives
Different perspectives on Leadership
Perspectives on competencies of
leaders? Managers?
New perspectives for
leaders/managers
Discussion TBA....
Next time ....
What are some
perspectives?
Personal traits and characteristics that are
associated with effective leaders.
Autocratic versus democratic leadership
behaviour and the impact of each.
People-oriented and task-oriented leadership
behaviour and when each should be used.
Models .
Diverse Perspectives of
Leadership
Emphasizes how leaders help followers to
confront conflicting values & to effect
change from conflict
Ethical perspective that speaks directly
to
Values of workers
Values of organizations and the
communities in which they work
4
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Heifetzs Perspective
Diverse Perspectives of
Leadership
Leaders use authority to mobilize
followers to
Get people focused on issues
Act as a reality test regarding
information
Manage and frame issues
Orchestrate conflicting perspectives
Facilitate the decision-making
process
5
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Heifetzs Perspective
Diverse Perspectives of Leadership
cont
Leaders use authority to mobilize followers to
Get people focused on issues
Act as a reality test regarding information
Manage and frame issues
Orchestrate conflicting perspectives
Facilitate the decision-making process
Leader provides a holding environment, a
supportive context in which there is
Trust, nurturance, & empathy
Leaders duties
Assist the follower in struggling with change
and personal growth

6
.
Heifetzs Perspective
Diverse Perspectives of
Leadership
Theory of Transformational Leadership
Strong emphasis on followers needs,
values, & morals
Leaders help followers in their personal
struggles concerning conflicting values
Stressing values such as liberty, justice,
equality
Connection between leader & follower
Raises level of morality of both
Leaders Role
Assist followers in assessing their values
& needs
Help followers to rise to a higher level of
functioning

7
.
Burns Perspective
Perspectives - Style Approach
Emphasizes the
behavior of the
leader
Focuses
exclusively on
what leaders do
and how they act
Comprised of two
general kinds of
Behaviors
Task behaviors
Facilitate goal
accomplishment: Help group
members achieve objectives
Relationship behaviors
Help subordinates feel
comfortable with
themselves, each other, and
the situation


8
.
Perspective Definition
Ohio State Studies -
perspectives
Leadership Behavior Description
Questionnaire (LBDQ)
Identify number of times leaders engaged in
specific behaviors
150 questions
Participant settings (military, industrial,
educational)
Results
Particular clusters of behaviors were typical
of leaders

9 .
Ohio State Studies, cd ; LBDQ-XII (Stogdill,
1963)

Shortened version of the LBDQ
Most widely used leadership assessment
instrument
Results - Two general types of leader behaviors:
Initiating structure Leaders provide structure
for subordinates
Task behaviors - organizing work, giving
structure to the work context, defining role
responsibility, scheduling work activities
Consideration - Leaders nurture subordinates
Relationship behaviors building
camaraderie, respect, trust, & liking between
leaders & followers

10
University of Michigan Studies -
perspectives
Exploring leadership behavior
Specific emphasis on impact of leadership
behavior on performance of small groups
Results - Two types of leadership behaviors
conceptualized as opposite ends of a single
continuum
Employee orientation
Strong human relations emphasis
Production orientation
Stresses the technical aspects of a job
Later studies reconceptualized behaviors as two
independent leadership orientations - possible
orientation to both at the same time
11
.
Blake & Moutons Managerial (Leadership) Grididk
& Moutons Managerial (Leadership) Grid
Historical Perspective
Leadership Grid Components
Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism (1, 9; 9,1)
Opportunism
Historical Perspective
Blake & Moutons Managerial
Leadership Grid

Developed in early
1960s
Used extensively in
organizational
training &
development

Designed to explain how
leaders help organizations to
reach their purposes
Two factors
Concern for production
How a leader is
concerned with achieving
organizational tasks
Concern for people
How a leader attends to
the members of the
organization who are
trying to achieve its goals
13
.

Development

Purpose
Authority-Compliance (9,1) text
book p..
Efficiency in operations
results from arranging
conditions of work such
that human interference
is minimal
Heavy emphasis on task and
job requirements and less
emphasis on people
Communicating with
subordinates mainly for task
instructions
Results driven - people
regarded as tools to that end
9,1 leaders seen as
controlling, demanding, hard-
driving, & overpowering

14
.
Role Focus Definition
Country Club (1,9)
Thoughtful attention to
the needs of people
leads to a comfortable,
friendly organizational
atmosphere and work
tempo
Low concern for task
accomplishment coupled with
high concern for
interpersonal relationships
De-emphasizes production;
leaders stress the attitudes
and feelings of people
1,9 leaders try to create a
positive climate by being
agreeable, eager to help,
comforting, noncontroversial
15
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Definition Role Focus
Impoverished (1,1)
Minimal effort exerted
to get work done is
appropriate to sustain
organizational
membership
Leader unconcerned with
both task and interpersonal
relationships
Going through the motions,
but uninvolved and
withdrawn
1,1 leaders - have little
contact with followers and
are described as indifferent,
noncommittal, resigned, and
apathetic

16
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Role Focus Definition
Middle-of-the-Road (5,5)
Adequate
organizational
performance
possible through
balancing the
necessity of getting
work done while
maintaining
satisfactory morale
Leaders who are
compromisers; have
intermediate concern for task
and people who do task
To achieve equilibrium, leader
avoids conflict while
emphasizing moderate levels of
production and interpersonal
relationships
5,5 leader - described as
expedient; prefers the middle
ground, soft-pedals
disagreement, swallows
convictions in the interest of
progress
17
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Definition Role Focus
Team (9,9)
Work accomplished
through committed
people;
interdependence via
a common stake in
the organizations
purpose, which leads
to relationships of
trust and respect
Strong emphasis on both
tasks and interpersonal
relationships
Promotes high degree of
participation & teamwork,
satisfies basic need of
employee to be involved &
committed to their work
9,9 leader - stimulates
participation, acts determined,
makes priorities clear, follows
through, behaves open-
mindedly and enjoys working
18
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Definition Role Focus
Paternalism / Maternalism
Reward and
approval are
bestowed on
people in return
for loyalty and
obedience; failure
to comply leads to
punishment
Leaders who use both 1,9 and
9,1 without integrating the two
The benevolent dictator; acts
gracious for purpose of goal
accomplishment
Treats people as though they
were disassociated from the task
Regards the organization as a
family
Makes most of the key decisions
Rewards loyalty and punishes
non-compliance
19
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Definition Role Focus
Opportunism
People adapt and
shift to any grid
style needed to
gain maximum
advantage
Performance occurs
according to a system of
selfish gain
Leader uses any
combination of the basic five
styles for the purpose of
personal advancement
May be seen as ruthless and
cunning
May also be seen as
adaptable and strategic
20
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Definition Role Focus
Leaders usually have a
dominant grid style used in
most situations and a backup
style that is reverted to when
under pressure
Criticisms on Style perspective
Research has not adequately
demonstrated how leaders styles are
associated with performance outcomes
No universal style of leadership that
could be effective in almost every situation
Implies that the most effective leadership
style is High-High style (i.e., high
task/high relationship); research finding
support is limited
21
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Application Style approach / perspective
Many leadership training and development
programs are designed along the lines of
the style approach.
By assessing their own style, managers can
determine how they are perceived by others
and how they could change their behaviors
to become more effective.
The style approach applies to nearly
everything a leader does.
22
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
Another perspective
Definition
Leader-member exchange (LMX) theory:
conceptualizes leadership as a process
that is centered on the interactions between a leader and
subordinates

Some theories focus on leaders:
trait approach, skills approach, and style approach

Other theories focus on the follower and the
context:
situational leadership, contingency theory, and path-
goal theory.
23
.
Dimensions of Leadership
LMX theory makes the dyadic relationship between leaders
and followers the focal point of the leadership process
24
Northouse - Leadership Theory
and Practice, Sixth Edition
2012 SAGE Publications, Inc.
LMX theory - groups
In-group/out-group status based on how
well subordinate works with the leader and
how well the leader works with the
subordinate
How subordinates involve themselves in
expanding their role responsibilities with the
leader determines whether they become in-
group or out-group participants
Becoming part of the in-group involves
subordinate negotiations in performing
activities beyond the formal job description
25
.
Subordinate
In-Group
more information,
influence,
confidence, &
concern from Leader
more dependable,
highly involved, &
communicative than
out-group
Out-Group
less compatible with
Leader
usually just come to
work, do their job, &
go home
In-Group & Out-Group Subordinates
26
.
S
Out-Group
Leader
I n-Group
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
Criticisms
Inadvertently supports the development of
privileged groups in the workplace;
appears unfair and discriminatory
The basic theoretical ideas of LMX are not
fully developed
How are high-quality leader-member
exchanges created?
What are the means to achieve building
trust, respect, and obligation? What are
the guidelines?
Because of various scales and levels of
analysis, measurement of leader-member
exchanges is being questioned
27
.
Application
Applicable to all levels of management and
different types of organizations
Directs managers to assess their leadership from a
relationship perspective
Sensitizes managers to how in-groups and out-
groups develop within their work unit
Can be used to explain how individuals create
leadership networks throughout an organization
Can be applied in different types of organizations
volunteer, business, education, and government
settings
28
.
What are perspectives on
competencies of leaders? Managers?
Do research and complete this and present
your answers in class
NEW LEADERSHIP /
MANAGEMENT COMPETENCIES
Re-think their approach to organising,
leading, controlling, directing and
motivating employees
Give up their command-and-control
mind-set to focus on coaching,
providing guidance, creating
organisations that are fast, flexible,
innovative and relationship oriented
(strength and quality of relationships) NEW LEADERSHIP /
MANAGEMENT COMPETENCIES
(2)
Leadership is dispersed throughout
the org and share power; managers
empower employees
New skills? The ability to create an
exciting and demanding work
environment; to inspire confidence
in and support for org and its
leadership (Samson & Daft, 2009)
NEW LEADERSHIP /
MANAGEMENT COMPETENCIES
(3)
Middle managers to learn to build
relationships, empower employees,
promote cooperation, manage conflict
First line managers to motivate
employees, sustain employee energy
Stay connected to customers and
employees on a daily basis NEW LEADERSHIP /
MANAGEMENT
COMPETENCIES (4)
Team-building skills are crucial
diverse workforce
Learning org values
experimentation risk taking
applies current techno tolerates
mistakes and failure sharing of
knowledge create learning
capability

Considering competencies of
Leaders/managers
Complete at home and discuss your
answers in class
Perspectives on Personal characteristics
of leaders
5 Leadership participation
styles
DISCUSSION IN YOUR
GROUPS
Appoint a spokesperson in your groups
in class
Each group to answer Q ..TBA in class
of TBA p TBA
FOR THE NEXT session
Please prepare the presentation for
discussion in your groups (week13)
Please read: Chapter 2 & 3 for next
session
Prepare .. p., prepare .. Qs on p.for
class discussion in groups
Prepare for the MPC test: slides session
1&2 ch 1, 4, 8, 9 &16
Prepare for the final exam by getting up to
date with all your readings !Do not under-
estimate the exam ! Its 40% of your
course mark you have to pass !!!

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