mgt 1 leadership 29jan 11am

8/2/2019 Mgt 1 Leadership 29Jan 11am

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Leadership: Theory and practice.

Simon Booth

Management: Year 1. Lent Term week 3


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Sources:

Daft, R, L, 1999, Leadership Theory and

Practice. The Dryden Press. Fort Worth.DuBrin, A.J, 1998, Leadership. Houghton

Mifflin. Boston.

Hofstede. G, 2001. Cultures consequences.

2nd edition. Sage. London.


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Sources:

House, R. J, 1999, Cultural Influences on

Leadership and Organisations. In Advances

in Global Leadership. JAI Press, NY.

Hughes, R, L., Ginnett, R, C., and Curphy, G,

J., 1999, Leadership, enhancing the lessons ofexperience. McGraw Hill, Boston.


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Bob House


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Theoretical context.

1. Leadership is significant influence on performance

in business.

2. Leadership is framed by culture. Different cultures,

leads to different types / styles of leadershipand

different performance potential.


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Propositions

1. MACRO (EXTERNAL) LEVEL. International

business = need to consider multiple cultural

contexts and how these effect leadership and

performance.

2. MICRO (INTERNAL) LEVEL. Inside each

business many different cultural ( and sub-cultural)tides will affect performance.


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Definitions

5 Different perspectives - definitions: 1. Individual Trait Perspective:

leadership is not just a set of skills, itrelies on subtle personal qualities

(Daft. P41) Can these be learnt ?

2. Management Perspective.leadership is an influence relationship

among leaders and followers whointend real changes that reflect theirshared purposes (Daft, p5.)


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Definitions (contd)

3. Organisational Situationperspective: (Hersey and Blanchard)nature of leadership depends on thecharacteristics of followers (readiness,willingness).

4. Process Perspective Leadership is

a process not a position (Hughes etal. p1) leadership is the process ofrelating followers, situation and tasks.


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Definitions (contd)

5. Contingency perspective: ( Fiedler)for a leader to be effective there must

be a fit between leader behaviour andthe situation.


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Robert House


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Robert House Path Goal Theory

Effective leadership (high productivity ANDmorale) depends on:

identifying the path to a goal that leads to

personal payoff and goal fulfillment

Contingency factors:

1. Person -type of follower (based on

locus of control how much control dothey have over the environment ?

Ability to undertake task.


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2. Task -Type of task

3. Organisation-Authority system (PD)

4. Groups/ Work group.

Leader must evaluate all 4 contingency

factors to find the appropriate style ofleadership.


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Four possible styles of leaderStyle Task Members

1. Directive Unclear Unsure

2. Supportive Stressful Frustrated

3.Participative Changing Able/willing

4.Achievement Ambiguous Ambitious


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Paul Hersey and Ken Blanchard


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Situational Leadership: Two key axes:1. Task behavior (low T highT)

2. Relationship behavior (lowR highR)

Members are either:

R1 Unable and Unwilling (UU)

R2 Unable but willing (UW)R3 Able but Unwilling (AU)

R4 Able and Willing (AW)


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Situation Members Leader styleLR/LT AW Delegating

HR/LT AU Participating

HT/HR UW Selling

HT/LR UU Telling


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What does recent research say?

Global Leadership and OrganisationalEffectiveness Research Project.

1994 2006

44 countries

Over 13,000 respondents


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GLOBE - Cultural context of leadership.

1. High Power Distance (7) v Low Power Distance (1)

2. UA. High need for security (7) v Low (1)

3. Gender Egalitarianism High (7) v Low (1)

4. Collectivism I (Society) High (7) v Low (1).

5. Humane orientation High (7) v Low (1)

6. High Assertiveness(7) v Low assertiveness(1)

7. Future orientation High (7) v low (1)8. Collectivism II (Family) High (7) v Low (1)

9. Performance orientation High (7) v Low (1)


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Leadership: Method of analysis.

112 questions on attributes ofoutstanding leaders.

Statistical analysis:

Principal Component Analysis (FactorAnalysis) :

Identifies underlying dimensions andassociations within the data, based on

correlations and analysis of variance.Figures show the strength of

association within the dimension

L d hi l U i ll d d


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Leadership results: Universally endorsed-The Inspirational coach

Morale booster .767

Confidence builder .719

Encouraging .711

Trustworthy .686

Honest .678Plans ahead .647

Intelligent .587

Informed .583

Foresight .566Intellectually Stimulating .563

% of variance explained by this dimension 17.5%

L d hi l M d l d d


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Leadership results: Moderately endorsed-The Orderly Organiser

Procedural .677Formal .646

Patient .606

Orderly .550

Cautious .546Organized .537

Collaborative .521

Risk Averse .505Habitual .487Modest .476


L d hi l I hibi i


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Leadership results: Inhibiting-The Merchant adventurer

Ruthless .515

Ruler .463

Able to anticipate .448

Organized .431

Egotistical .421Dictatorial .421

Wilful .420

Non-egalitarian .417

Domineering .404Self interested .403


Li i d d d


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Leadership results:Limited endorsedTheCompassionate visionary

Team building .438Inspirational .423Compassionate .416Self sacrificial .409Motivational .378



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England. Organisational culture endorsesinternal leadership which:

1. Seeks to reduce Power Distance. Implication: Push down power and decision making. Reduce levels of management. Make individuals responsible and accountable.

2. Aims for organisation with less control.Implication: Self control not management control. Reduce rule based decision making, givediscretion.


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3. Shows more assertiveness (different to societallevel). Implication: Identify clear goals. Set out clear methods Set challenge then let people go for it.

4. Shows more humanity. Implication: Treat people fairly.

5. Seeks to support the wider society. Implication: Create mutually beneficial links.


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6. Adopts a stronger future orientation.Implication: Focus on future organisational and personalaims, gaols and rewards.

7. Shows willingness to tackle inequality.Implication: Eliminate pay differences by sex. Eliminate inequality in promotion.


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8. Seeks to actively support the family.Implication: Create a family friendly organisation. Provide support for working mums

9. Aims for a more performance orientatedorganisation. Implication: Establish a performance culture. Create achievable performance goals. Support and train people to achieve them.


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Lessons: Leadership and Individual

The Inspirational coachis culturallyuniversally endorsed leadershipapproach in the English survey ofmanagers.


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Leadership and groups

Adopting and acting on Inspirational Coach /Organisational Culture findings will lead (ceterisparibus) to:

Cultural congruity.

Organisational acceptance of leadership approach.

Endorsement of need for organisational change.

Acceptance of leadership approach in adoptingchange.

Limitation: Application to organisation only afterconfirmatory assessment.


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Leadership in intercultural context

Inspirational Coach endorsed in all cultures.

Deduction: adopting this approach will lead(ceteris paribus) to:

Acceptance by followers in any cultural setting.

Organisational acceptance of leadershipapproach.

Limitation: Application to organisation only after

confirmatory assessment of followers/organisational issues.


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Final lessons

New Insights from this research (valid and reliablesocial science).

Organisation culture matters (evidence offrustration, lack of performance).

Leadership matters (evidence of unacceptableleadership approaches likely to inhibitperformance).

Universal findings are startling: where might theynot apply ?


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mgt 1 leadership 29jan 11am

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