Download Leadership and Power

Leadership
On the 16 Read Doug Durand
p. 629

What would you do. How does this
relate to leadership style?
Learning Objectives Next two
classes


Try to help you consider what you need
to develop the human and social capital
to be an effective leader. Today
What is your natural leadership style?
Next class
17-2
Leadership

Leadership
influencing
employees to
voluntarily pursue
organizational
goals
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
How do we know when someone
is an effective leader?



Results (financial, changes). Bill Gates,
Jack Welch, Carlye Fiorina.
Followers—Political leaders, religious
leaders, but also business leaders.
Recruitment and retention.
Thus, you need to focus on one or both
of these.
17-3
Table 17-1
Leaders Vs. Managers
Leaders








Innovate
Develop
Inspire
Long-term view
Ask what and why
Originate
Challenge the status
quo
Do the right thing
Managers








Administer
Maintain
Control
Short-term view
Ask how and when
Initiate
Accept the status
quo
Do things right
Which would you prefer to do
and why?

Meet in teams.
Who is More likely to succeed in
business (small or big corps)?

Which is more scarce?
What does it take to be a
leader?
17-3
Table 17-1
Leaders Vs. Managers
Leaders








Innovate
Develop
Inspire
Long-term view
Ask what and why
Originate
Challenge the status
quo
Do the right thing
Managers








Administer
Maintain
Control
Short-term view
Ask how and when
Initiate
Accept the status
quo
Do things right
17-4
Historic Vs. Contemporary Trait Theories
of Leadership (Human capital)





Stogdill’s and Mann’s
Findings
Intelligence
Dominance
Self-confidence
Level of energy and
activity
Task-relevant knowledge
McGraw-Hill
Contemporary Trait
Research

people tend to
perceive that
someone is a leader
when he or she
exhibits traits
associated with
intelligence,
masculinity, and
dominance
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
17-5
Side bar on Masculinity and
leadership.
Figure 17-1
Men
Women
Motivating Others
Fostering
Communication
Producing HighQuality Work
Strategic Planning

*


Listening to Others
Analyzing Issues

*


* In one study, women’s and men’s scores in these were statistically even
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
So masculinity is something
other than gender.
Video Carlye as a leader

Focus on her talents
Leadership Traits Identified by
Organizational Leaders
Colin Powell
Larry Bossidy
(Former Chairman (Former CEO Allied
of the Joint Chiefs
Signal)
of Staff and
Secretary of State)
1)
2)
3)
Ability to
execute
Visionary
Proactive
communica
tor
McGraw-Hill
1)
2)
3)
Ability to
execute
Ability to
grow
professiona
Multiple
lly
work
experience
s in various
functional
areas
Carly Fiorina
(CEO HewlettPackard)
1)
2)
3)
Selfconfidence
Visionary
Proactive
communica
tor
17-6
Table 17-2
Jack Welch
(Former CEO
General Electric)
1)
2)
3)
Ability to
execute
Ability to
energize
others
The edge
to make
tough
decisions
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Traits Identified by
Organizational Leaders
Colin Powell
Larry Bossidy
(Former Chairman (Former CEO Allied
of the Joint Chiefs
Signal)
of Staff and
Secretary of State)
4)
5)
6)
Flexible
Challenges
the status
quo
Ability to
execute
McGraw-Hill
4)
A team
orientation
Carly Fiorina
(CEO HewlettPackard)
4)
5)
Flexible
A team
orientation
17-7
Table 17-2 cont.
Jack Welch
(Former CEO
General Electric)
4)
High
energy
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Which are your strengths? How
do you acquire these attributes?






Intelligence (gets followers)
Dominance (gets followers)
Self-confidence
Level of energy and activity
Task-relevant knowledge
Masculinity (assumed to get followers).
Trait approach



Focuses on specific aspects of human
capital
Ignores social capital.
Which is more critical for success?
Leadership is also
interpersonal relatedness.


So how should a leader relate to
subordinates.
Major question, can a leader also be
friends with subordinates?
Lets focus on leadership style
or ways of relating.



Two dimensions
People (social capital)
Task (human capital)
17-9
Figure 17-3
The Leadership Grid®
High
1.9
Country club
management
Concern for People
9
8
9.9
Team management
7
5.5
Middle-of-theroad-management
6
5
4
3
2
1
Low
9.1
Authoritycompliance
1.1
Impoverished
management
Low
1
2
3
4
5
6
7
8
9
High
Concern for Production
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Country Club emphasizes

Job satisfaction. Happy worker is
productive worker. What can I do to
help you be better (servant leadership).
Authority compliance


Tells people what to do, how to do it,
and when to do it. Monitors
performance closely (electronic or
direct). Commonly dismisses people if
poor performance.
Military model
Team


Supervisor and subordinate are a team.
Power distance is minimal. Open
communication. Share goals and set firm
goal (task). But goals are set with
subordinate participation (People). Let
people decide how to meet the goals.
Monitor performance. Discuss performance
from problem solving perspective. Recognize
when goals are achieved.
Middle of the Road.


Someone who is eclectic. Not
consistent.
Or Varies with people and trust.
Which one empasizes



Human capital
Social capital
Both Human and social capital
Research in general



9,9 or team is considered best in
general. However, research increasingly
suggests it depends.
Chain saw Al Dunlap and Sunbeam
Thus managers need to be flexible.
Self assessment.


Share with team members. As a
subordinate how do you work with
these different types of leaders.
How do you work effectively with other
person?





Coaches at ISU. Where do they stand
on the grid?
McCarney
Eustachy (I know he is no longer coach
but we know more about him).
Fenelley.
Other?
Summary




This approach is better than trait because
both human and social capital.
Many find the simplicity very useful. (I do
too).
Where you are at—where you would like to
be.
However, while 9-9 is good, many examples
of others who are not so good.
suggestions


Many different contingency approaches
Hershey and Blanchard is conceptually
closest to Managerial grid.




Delegating is similar to Country club
Participating is similar to team
Telling is similar to task
Selling is unique element of middle of
the road or perhaps between Team and
task.
Does the Doug Durand Case
apply?
Carol Collins supervises a group of eight bank tellers. Since
bank tellers handle large sums of money as part of their job,
they are required to follow strict guidelines regarding banking
procedures. Carol recently transferred to this bank branch and
was surprised to find the tellers were disgruntled with many
aspects of their jobs. The tellers were dissatisfied with pay
levels, benefits, mandatory overtime policies, and other aspects
of their work environment. Carol's predecessor knew of the
tellers' dissatisfaction, but did nothing to address the situation.
Since Carol's predecessor ignored their concerns, the tellers
expect Carol to behave in a similar manner.
What should Carol’s leadership style be?
Evaluation


Intuitive appeal
Research support is limited.
Substitutes for Leadership—
Especially Task.






Experience
Professionalism
Structured tasks
Feedback from the job itself
Explicit goals
Rules and procedures



Natural redundancy
Insult.
Especially individual
No substitutes for
Relationships

Thus, when is country club most
relevant.
Summary





Understand leadership style
Have an initial image of leadership
style.
May not be final image.
Different leadership styles may be
effective.
Need to develop different leadership
styles for different situations.