leadership and management dr john walsh, mekong institute, june 2009

Leadership and Management

Dr John Walsh, Mekong Institute, June 2009

Leadership

The ability to influence people toward the attainment of organizational goals.

Leadership is reciprocal, occurring among people.

Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power.

Leadership versus Management

Management Power: Comes from organizational structure. Promotes stability, order, and problem solving within the

structure.

Leadership Power: Comes from personal sources, such as personal interests,

goals, and values. Promotes vision, creativity, and change.

The major differences between the leader and the manager relate to their source of power and level of compliance.

Leader and Manager Qualities

SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.

Forms of Position Power

Legitimate Power: power coming from a formal management position.

Reward Power: stems from the authority to bestow rewards on other people.

Coercive Power: the authority to punish or recommend punishment.

Leadership Managerial Roles

Managerial role categories are interpersonal, informational and decisional

Interpersonal leadership roles: figurehead, leader, liaison

Informational leadership roles: monitor, disseminator, spokesperson

Decisional leadership roles: entrepreneur, disturbance-handler, resource-allocator, negotiator

Theories of Leadership

Trait theoriesBehavioural theoriesContingency theoriesIntegrative theories

Managers and Leaders

Managers Leaders

Implement a vision Create a vision

Focus on tasks Focus on interpersonal function

Planning Establishing direction

Organisation and staffing Innovation, allow employees to do it any way they want

Controlling Motivating

Predictable Unpredictable

Do things right Do the right things

Short-term view Long-term view

Stability, control, uniformity Change, empowerment, diversity

Traits of Effective Leaders

Dominance High energy Self-confidence Locus of control Stability Integrity Intelligence Flexibility Sensitivity to others

The Big Five Model of Personality

DominanceAgreeablenessConscientiousnessAdjustmentOpenness to experience

Forms of Personal Power

Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.

Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

Personal Characteristicsof Leaders

Physical characteristicsActivityEnergy

Social backgroundMobility

Intelligence and abilityJudgment, decisivenessKnowledgeFluency of speech

PersonalityAlertnessOriginality, creativityPersonal integritySelf-confidence

Work-related characteristicsAchievement driveDrive for responsibilityResponsibility in pursuit of goalsTask orientation

Social characteristicsAbility to enlist cooperationPopularity, prestigeSociability, interpersonal skillsSocial participationTact, diplomacy

Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A Managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

Developed by Cool Pictures & MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Leadership Continuum

SOURCE: Reprinted by permission of Harvard Business Review. An exhibit from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern” (May-June 1973). Copyright © 1973 by the president and Fellows of Harvard College, all rights reserved.

Behavioral Approaches that Help Determine Leadership EffectivenessConsideration:– Is mindful of subordinates.– Establishes mutual trust.– Provides open communication.– Develops teamwork.

Initiating Structure:– Is task oriented.– Directs subordinate work activities toward goal attainment.– Typically gives instructions, spends time planning, and emphasizes

deadlines.– Provides explicit schedules of work activities.

The Leadership Grid Figure

High

High

Low

Low

Concern for Production

Con

cern

for

Peo

ple

1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

Developed by Cool Pictures & MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Three Elements ofLeadership Situations

Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.

Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.

Position power: is the extent to which the leader has formal authority over subordinates.

Hersey and Blanchard’sSituational Theory

A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.

Levels of readiness: Low Moderate High Very high

Path-Goal Theory

Contingency approach, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals through: Clarifying the paths to rewards. Increasing the rewards that the subordinate values and

desires.

Leader Roles in the Path-Goal Model

SOURCE: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),26-40

Path-Goal Classification ofLeader Behaviors

Supportive leadership:… Leader behavior that shows concern for subordinates.… Open, friendly, and approachable.… Creates a team climate.… Treats subordinates as equals.

Directive leadership:… Tells subordinates exactly what they are supposed to do.… Planning, making schedules, setting performance goals, and behavior

standards. Participative leadership:

… Consults with his or her subordinates about decisions. Achievement-oriented leadership:

… Sets clear and challenging goals for subordinates.… Behavior stresses high-quality performance.

Situational ContingenciesTwo important situational contingenciesin the path-goal theory.

The personal characteristics of group members. The work environment.

Path-Goal Situations andPreferred Leader Behaviors

SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.

Change LeadershipCharismatic Leaders: The ability to inspire. Motivate people to do more than they would normally do. Tend to be less predictable than transactional leaders. Create an atmosphere of change. May be obsessed by visionary ideas.

Transactional Leaders: Clarify the role and task requirements of subordinates. Initiate structure. Provide appropriate rewards. Try to be considerate. Meet the social needs of subordinates.

New Workplace & Leadership

Four areas of interest

Level 5 leadership

Women’s ways of leading

Virtual leadership

Servant leadership

The End