10/29/2015. Definition Old and modern study of leadership Leadership in groups & teams Leadership & technology Cultural effects

Transcription

1 Index Definition Old and modern study of leadership Leadership in groups & teams Leadership & technology Cultural effects Defining leadership 1

2 Leadership definition Person who guides, conducts, influences. Huge amount of definitions The leader «does by means of others», «induces others to perform activities» The person influencing others (leader) possesses a set of qualities or characteristics Leadership definition -Different points of view in conceptualizing the term. -Complex construct to be defined Old study of Leadership 2

3 Old study of Leadership Written principles of leadership found in Egypt (2.300 BC) Old study of Leadership Chinese classics (600 BC) Confucius: Moral example. Manipulate rewards and punishments to teach right and good. Lao-Tsu: Leader must work himself out of his job by making the followers believe that success was due to their efforts. Old study of Leadership Greeks concept of leadership (600 BC) Homer s Iliad heroes exemplified leaders characteristics (Ajax symbolized inspirational leadership, Agamemnon justice and judgement, etc.) Plato (Republic) looked at the requirements for the ideal leader of the ideal state. 3

4 Old study of Leadership Famous Renaissance work: The Prince. It was best to gain the esteem of the population, otherwise then craft, deceit, threats, treachery, and violence when required. Philosophy contribution with Hegel s Philosophy of Mind: First serving as a follower, a leader can subsequently best understand his followers. Modern study of leadership Overview of Theories Personality Trait Theory Behavioural Theories -Ohio state Studies -Michigan Studies -Managerial Grid (Blake and Mouton, 1964) Humanistic Theory Situational Theory: - Fiedler s Contingency model. -Hersey and Blanchard s Theory Transformational leadership: -Bass (1985) model 4

5 Personality Trait Theory Leader is born, not made Trait theories of leadership point out there are people who have personality traits that others don t have. Traits that differentiate leaders from non leaders What traits make a person a leader? (extroversion, self-confidence and intelligence) There isn t a trait that can predict effective leadership in all situations Personality Trait Theory So, that means that leadership is made? Behavioural Theory Leaders success dependent on what the leader do Personality traits = stable Traits are stable. Behaviors can be learnt Believe in personnel development (dynamic) 5

6 Behavioural Leadership Studies The Ohio State Studies sought to identify independent dimensions ofleaderbehavior Initiating structure Consideration Ohio State Studies Behavioural Leadership Studies The University of Michigan Studies sought to identify the behavioral characteristics of leaders relatedtoperformance effectiveness Employee oriented Production oriented 6

7 University of Michigan Studies Behavioural Leadership Studies Blake & Mouton (1964) created a model of effective leadership called managerial grid. Twodifferent dimensions: Concern forpeople Concern forproduction Managerial Grid (Blake &Mouton, 1964) 7

8 Humanistic Theory McGregor s (1960) theory: -Theory X: Human beings are lazy. Work as punishment and they need to be controlled and forced to work, reward -punished driven to achieve the goals. -Theory Y: People can self-fulfill in the job, satisfied,theywish contribute tothe org goals Situational Theories of Leadership Best leadership will be dependent on the situation (task type, organizational setting, subordinates characteristics). -Fiedler s contigency model -Hersey and Blanchard s model (situational model) Fiedler s Contingency Model Leaders motivation towards task or relations Situational control: - Relationship employees leader - Task ambiguity - Power position (resources, etc.) 8

9 Fiedler s Contingency Model Leaders oriented to task Better in situations of high or low control Leaders oriented to relations Better in situations of intermediate control Hersey & Blanchard s Situational Leadership (SLT) A model that focuses on follower readiness Readiness is the extent to which people have the ability and willingness to accomplish a specific task A paternal model: As the child matures, the adult releases more and more control over the situation Situational Leadership Theory (Hersey & Blanchard, 1969) Mature Immature 9

10 Transformational theory Transformational leader Leader gets extra-efforts from her/his employees. (Task Vs Citizenship) Transformational leaders: Charismatic: Admiration and imitation, seen as outstanding leaders with high competence Inspiring motivation: Motivation, involvement, team spirit, vision transmission. Intellectual stimulation: Demanding new ideas and creative solutions. Involvement in decision making and problem solving. Individualized consideration: Acting as coaches. Personalized delegation. Acknowledgement of individual differences. Leadershipin in groups and teams Effects Leader Team 1. Team effectiveness Leaders who spent more time on cooperation, communication and making decisions with workers Avoiding collective traps: Social loafing, free riders, groupthinking, own egos. Increasing trust on members Optimizing efficiency in meetings 10

11 Effects Leader Team 2. Motivation Leaders that persuade their members to work hard for their own or the team s benefit. Collective sense that the team is capable of: Collective efficacy. Leader s presence Leader s positive intentions Effects Leader Team 3. Cohesiveness Democratic, participative and relations-oriented. Providing clear and meaningful group missions. 4. Team satisfaction Leaders who take members suggestions and include them in the final decision. Leaders concerned by workers welfare Effects Leader Team 1. Drive and cohesiveness Leaders will be better if members are committed and willing to expend energy, as well as cohesive Consultative leaders because leaders perceive commitment as competence level. 2. Cooperativeness Vs Competitiveness Cooperative members develop leaders, show less hostility and solve problems faster. 11

12 Effects Leader Team 3. Group s size 5-7 members. Need for keeping team size small: It makes possible close communication and participation of all members in decisions Better opportunities to lead participative. Higher cohesion 4. Stability of the group Leaders of stable groups facilitates interaction, emphasis on goals, and facilitation of work. Leaders of unstable groups exercise more control. E-Leadership The E-Environment E-Leadership Telephone Real-time audio and video-conferencing Electronic meeting system Electronic displays Telephone messages Groups schedules and calendars E-bulletin boards Non-real time database sharing 12

13 E-Leadership Are intermittent (excepting instant messaging). Snapshot Spontaneous and nonverbal interaction is missing Differences are less apparent (status, cultural) Personality cues are absent (Behavioural invisibility) Traditional forms of monitoring are absent Subordinate efforts cannot be observed Participants can cheat, neglect team interests and fail to anticipate other actions. Workers are evaluated less favorably in electronic than in FTF environments. E-Leadership No online is as effective as FTF communications for resolving interpersonal conflict, especially when issues are ambiguous and emotional. Some considerations: Leaders are bombarded with more information than they can handle. Intrusion of e-communications in their personal lives There are duplication of efforts and unnecessary actions. E-communications can lack clarity. E-Leadership What does it take to be a successful and effective leader in the electronic environment? 13

14 Requiredcompetencies for E-Leadership Increasing trust Must be comfortable in working through e-networking Tele-presence and rich communication. Diagnose what is happening quickly Sensitive to differences Directive/participative styles Clear vision of what needs to be done Consider time zones (national holidays, cultural differences and local needs and pressures) Cultural effects Macro-culturescultures Organizational cultures Microcultures 14

15 The best leader.. is motivating, is charismatic, leads by example, Recap is available and promotes dialogue, defines goals clearly, knows how delegate, demands responsibility, is professional, knows what is going on, is clear and coherent in her/his acts/behaviors, Reference Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, & Managerial Applications. New York: Free Press. 15