Leadership Approaches and Issues Organizational Management Chapter 11 Trust: The Foundation of Leadership 1
Blake and Mouton s Leadership Grid High Low Autocratic Leader Laissez-faire Leader Low Democratic Leader Human relations Leader High 2
Fiedler s contingency model House Path Goal Leadership Path Clarification Leader Roles in the Path-Goal Model Increase Rewards Leader defines what follower must do to attain work outcomes Leader learns follower s needs Leader clarifies follower s work role Leader matches follower s needs to rewards if work outcomes are accomplished Follower has increased knowledge & confidence to accomplish outcomes Leader increases value of work outcomes for follower Follower displays increased effort & motivation Organizational work outcomes are accomplished Bass, Leadership: Good, Better, Best 1985 3
Vroom-Jago Leaderparticipation theory authority consultative group Lack sufficient info Problem unclear Acceptance by others to implement Adequate time Have all expertise Confident/capable of acting alone Others will accept decision Little or no time Substitutes and Neutralizers for Leadership Issues in Leadership Development Transactional Charismatic Transformational 4
Charismatic Leadership Vision Personal risk!" Unconventional behavior Environmental sensitivity Sensitive of follower needs Charismatic Leadership: the downside Charles Milles Manson (born 1934-NOV-11) is a person with an unusual ability to dominate others. He assembled a destructive cult around himself, which the media later called The Family. At one time, it numbered in excess of 100 individuals at the Spahn Ranch some 30 miles northwest of Los Angeles CA. Manson was referred to both as "God" and "Satan" by his followers. As the family's guru, he claimed to be a reincarnation of Jesus Christ. On November 18, 1978, over 900 members of a religious group led by the Reverend Jim Jones were killed in an apparent mass suicide. The megalomaniac Jones convinced most of his followers to drink a cyanide mixture. Some, including Jones, were shot, either in suicide or murder. Transformational Vision Charisma Symbolism Empowerment Intellectual stimulation Integrity Emotional intelligence 5
Visionary Leadership The ability to create and articulate a realistic, credible, attractive vision of the future for an organization or organizational unit that grows out of and improves upon the present. Qualities of a vision: Evokes superior imagery Inspiration is value-centered Well-articulated Realizable Visionary Leadership Challenge the process Be enthusiastic Help other to act Set the example Celebrate achievements 6
Visionary Leaders Extend the vision to different leadership contexts Have the ability to explain vision to others Use own behavior to express vision Transactional Directs actions of others Tasks Rewards Structures Transactional & Transformational Leadership Contingent Reward Management by Exception (active) Management by Exception (passive) Laissez-Faire Charisma Inspiration Intellectual Stimulation Individual Consideration 7
Two fundamental differences!! " Reliance on Technology transcends the need for strong leadership skills E-age Leadership Leadership in Different Cultures Headship Paternalism Director 8
International Contingency Model : Appropriate Path-Goal Leadership Styles Country Australia Brazil Canada France Germany Great Britain Hong Kong India Italy Philippines Sweden Taiwan United States Directive Supportive Participative Achievement- Oriented Finding and Creating Effective Leaders Selection Review specific requirements for the job. Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence. Conduct personal interviews to determine candidate s fit with the job. Training Recognize the all people are not equally trainable. Teach skills that are necessary for employees to become effective leaders. Provide behavioral training to increase the development potential of nascent charismatic employees. Improving your leadership capabilities Assessment Your own capabilities Follower s capabilities Situational constraints 9
Benjamin Franklin Temperance Silence Order Resolution Frugality Industry Sincerity Justice Moderation Cleanliness Tranquility Chastity Humility The Five Temptations of a CEO CEO more interested in protecting career status than in making sure the company achieves results. CEO wants to be popular with direct reports instead of holding them accountable. CEO wants to ensure decisions are correct. CEO desires harmony. CEO fears being vulnerable. Lencioni, Patrick, The Five Temptations of a CEO, 1998 Overcoming the Five Temptations Choose trust over invulnerability Choose conflict over harmony Choose clarity over certainty Choose accountability over popularity Choose results over status Lencioni, Patrick, The Five Temptations of a CEO, 1998 10