Download Developing a Vision

Mgt 612: Leading
Projects: The Human Side
of Project Management
Theoretical Perspectives
© Peter Dominick, Zvi Aronson 2009
1
Perspectives on Leadership
Behavioral and trait perspectives
• Who are leaders?
•
What do leaders do?
(e.g. task and relationship
management)
Follower perspectives
Contingency perspectives
•
When should they do it?
(e.g. LPC and Path Goal
Theories)
© Peter Dominick, Zvi Aronson 2009
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•
How do leaders
affect others?(e.g.
Charismatic and
Transformational
Leadership)
•
Emotional and
symbolic
Two Contingency Theories

The Least Preferred Co-worker (LPC)


Moderating influence of three situational
variables on the relationship between a
leader trait (LPC) and subordinate
performance.
The Path-Goal Theory

Leaders job is to:
u
u

Demonstrate relationship(path) between effort
and outcomes
motivate others to make the efforts
How and when aspects of leader behavior
influence subordinate satisfaction and
motivation.
© Peter Dominick, Zvi Aronson 2009
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Fiedler’s LPC Scale
Least Preferred Co-worker
Pleasant
Friendly
Rejecting
Helpful
Unenthusiastic
Tense
Distant
Cold
Cooperative
Supportive
Boring
Quarrelsome
Self-assured
Efficient
Gloomy
Open
© Peter Dominick, Zvi Aronson 2009
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Unpleasant
Unfriendly
Accepting
Frustrating
Enthusiastic
Relaxed
Close
Warm
Uncooperative
Hostile
Interesting
Harmonious
Hesitant
Inefficient
Cheerful
Guarded
Findings of the Fiedler Model
High
Task-Oriented
Performance
People-Oriented
Low
Favorable
• Category
• Leader-Member
Relations
• Task Structure
• Position Power
I
II
Good
High
Strong
© Peter Dominick, Zvi Aronson 2009
Moderate
Unfavorable
Good
III
Good
IV
Good
V
Poor
VI
Poor
VII
Poor
VIII
Poor
High
Weak
Low
Strong
High
Weak
High
Strong
High
Weak
Low
Strong
Low
Weak
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Your LPC Score

Complete the LPC instrument contained in the word
document LPC Scale.doc.

Subjectively assess your own work environment in
relationship to the three situational factors contained
in Fiedler’s model

Leader-member relations

Task structure

Positional power

How would you describe your LPC style in relation to
your work environment?

What, if anything might you change about your work
environment to make it more conducive to your style?
© Peter Dominick, Zvi Aronson 2009
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The Path-Goal Theory
Environmental
Situational Factors
Leader
Behavior
Outcomes
Subordinate
Situational Factors
© Peter Dominick, Zvi Aronson 2009
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Applications: General
Contingency Guidelines




Use more planning for a long, complex
task.
Consult more with people who have
relevant knowledge.
Provide more direction to people with
interdependent roles.
Provide more direction and briefings
when there is a crisis.
© Peter Dominick, Zvi Aronson 2009
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Applications: General
Contingency Guidelines



Monitor a critical task or unreliable
person more closely.
Provide more coaching to an
inexperienced subordinate.
Be more supportive to someone with a
very stressful task.
© Peter Dominick, Zvi Aronson 2009
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Charismatic Leadership

Charisma – “divinely inspired gift”


a form of influence based not on tradition
or formal authority but rather on follower
perceptions that the leader is endowed
with exceptional qualities
Charisma is the result of follower
perceptions and attributions influenced
by actual leader traits
© Peter Dominick, Zvi Aronson 2009
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Attribution Perspectives on
Charisma (Conger and Kanungo)

Followers see someone as charismatic
when leader:






Articulates a vision outside the norm, but
acceptable
Acts in unconventional ways
Takes personal risks
Appears confident
Uses persuasive appeal rather than formal
authority or participative decision-making
Also helps when followers are
disenchanted with the status quo
© Peter Dominick, Zvi Aronson 2009
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Self-Concept Perspectives on
Charisma
Charismatics influence followers by
appealing to four internal processes:




Personal identification - followers desire to
emulate personal characteristics of leader
Social identification - promotes being part
of something bigger than oneself
Internalization - conveys objectives in
broad ideological terms, becomes a way for
followers to express themselves.
Self-efficacy - conveys high performance
standards and belief in followers ability to
meet them nurturing a person’s selfefficacy and esteem.
© Peter Dominick, Zvi Aronson 2009
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Charismatic Leadership
Emergence





An organization’s mission can be linked
to follower values and identities
Work is relatively unstructured and
hard to measure clearly (more intrinsic
appeal)
A crisis situation
Followers have weak self-concepts and
or low self-esteem
Followers have high need for
dependence on authority figures
© Peter Dominick, Zvi Aronson 2009
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Consequences of Negative
Charismatic Leadership






Poor interpersonal relationships - using
power to manipulate and exploit
Unconventional behaviors – alienates
some, appeals to others
Impression management - too much
can lead to distortions of the truth
Poor administrative practices -too
much big picture, not enough detail
Over confidence - illusions of
invulnerability will lead to failure
Failure to plan for succession
© Peter Dominick, Zvi Aronson 2009
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Transformational/Transactional
Behaviors (Bass 1996)
Transformational





Transactional
Idealized influence
attributed
Idealized influence
behavioral
Individualized
consideration
Inspirational motivation
Intellectual stimulation
© Peter Dominick, Zvi Aronson 2009
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


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Contingent reward
Active management by
exception
Passive management by
exception
Laissez-fair leadership
Transformational vs.
Charismatic Leadership

Bass (1985) argues that charisma is a
necessary but not sufficient ingredient
for transformational leadership (others
assert it is not necessary)

e.g. people may identify with a charismatic
celebrity, even imitate him/her but seldom
become motivated to transcend selfinterest
© Peter Dominick, Zvi Aronson 2009
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Transformational vs.
Charismatic Leadership



Both arouse strong emotions and
identification; transformational leaders
empower and elevate followers;
charismatics sustain dependence
Transformational leaders can be found
at any organization level.
Charismatics emerge during states of
stress
Charismatic leaders are likely to be
polarizing
© Peter Dominick, Zvi Aronson 2009
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Research on Transformational
Leadership

Multi-factor Leadership Questionnaire
(MLQ) has shown:



Transformational leaders are associated
with organizational success; correlation is
stronger when performance criteria is
subordinate self-rated effort vs. objective
measures like organizational performance
Transformational behaviors correlate with
success more than transactional behaviors
Managers trained in transformational
approaches more effective than those
who were not.
© Peter Dominick, Zvi Aronson 2009
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Descriptive Research on
Transformational Leadership


Bennis and Nanus (1985) - 5-year
study of 60 top level corporate leaders
and 30 leaders of public organizations
Some common themes about the
nature of effective transformational
leadership



Developing a vision
Developing commitment and trust
Facilitating organizational learning
© Peter Dominick, Zvi Aronson 2009
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Project Vision

Cognitive perspective



A project vision is a motivation tool
Serves as meta-goal
Its effect can be explained by selfregulatory theories of motivation;
u
Serves as the standard against which to
evaluate behavior and actions
•
•
Control theory
Goal setting
•
Participation and input make a difference
© Peter Dominick, Zvi Aronson 2009
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Behavioral Implications of a
Vision





Selecting team members
Strategic planning
Diligent communication
Tasks and role clarification
Feedback and behavioral comparison
relative to the vision
© Peter Dominick, Zvi Aronson 2009
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Vision and Project
Management





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Visions should be future oriented
Leadership ability matters
Vision should be clear and engaging
Communicate Vision publicly
Visions are cognitive communication
bring them to life
Seek/offer feedback about the Vision


Determine what errors are occurring
relative to Vision
Adjust Vision based upon learnings
© Peter Dominick, Zvi Aronson 2009
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Developing a Vision
Individual differences
Positive attitude
Creativity
Future orientation
Approaches and Techniques
Targeted Vision
Approach
Strategic Planning
– Realism versus Idealism
– Mapping components
– Wouldn’t it be great
scenarios…..
– Writing the script
Creativity Approach
– Convergent versus
Divergent
© Peter Dominick, Zvi Aronson 2009
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Targeted Vision: Mapping
Worker’s comp
Zoning codes
Legal
Wages
State Requirements
Labor
Performance
Union contract
Bid & Contract Specifications
WATER TREATMENT FACILITY
Subcontractor
Inspectors
Inspections
OSHA
Project Deadline
Safety
Procedures
Gear
Materials delivery
© Peter Dominick, Zvi Aronson 2009
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Source: Pinto et. al (1998) pp.63-66
Targeted Vision:
Wouldn’t it be great if…
…we had a complete list of regulatory
requirements, with indication of
regulatory agency and a contact person
…all overtime costs could be eliminated
…there were no accidents
…subcontractors completed their work on
time
…had software to help us track regulatory
requirements as the project proceeds
…there were no work stoppages
© Peter Dominick, Zvi Aronson 2009
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Source: Pinto et. al (1998) pp.63-66
Targeted Vision: The Script

I arrive at the site at 8AM to find work
underway. The site is clean and
organized. Subcontractors are
approaching the end of their work and
have met all requirements so far. All
equipment is working properly. People
are working steadily and there have
been no major accidents or injuries.
There are no fires to be put out, an all
my energy goes planning and solving a
few minor problems with the steel
beams…
© Peter Dominick, Zvi Aronson 2009
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Source: Pinto et. al (1998) pp.63-66
Transformational Project
Leadership


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Learn about the people and the work
Act for the concern of both
Encourage functional accountability
Develop vision of the completed project
Communicate that vision
Model behaviors that drive the vision
© Peter Dominick, Zvi Aronson 2009
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Transformational Project
Leadership





Serve as central figure in team
development
Embrace constructive conflict
Make ethics central to team thinking
Reflect on the project
Develop trick of thinking backwards
© Peter Dominick, Zvi Aronson 2009
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Guidelines for Becoming a
Transformational Leader
Suggestion
Explanation
Develop a vision that is both
clear and highly appealing to
followers
A clear vision will guide followers toward achieving
organizational goals and make them feel good
about doing so.
Articulate a strategy for
bringing that vision to life.
Don't present an elaborate plan; rather stay the
best path towards achieving the mission.
State your vision clearly and
promoted to others.
Visions must not only be clear, but make
compelling, such as by using anecdotes.
It's a leader lacks confidence about success,
Show confidence and
followers will not try very hard to achieve that
optimism about your vision.
vision.
Express confidence in
Followers must believe that they are capable of
followers’ capacity to carry out implementing a leader's vision. Leaders should
the strategy.
build followers self-confidence.
© Peter Dominick, Zvi Aronson 2009
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Guidelines for Becoming a
Transformational Leader
Suggestion
Explanation
Build confidence by recognizing
If the group experiences early successes, it will
small accomplishments toward
be motivated to continue working hard.
the goal.
Formal or informal ceremonies are useful for
Celebrate successes and
celebrating success, thereby building optimism
accomplishments.
and commitment.
Visions are reinforced by things leaders due to
Take dramatic action to
symbolize them. For example, one leader
symbolize key organizational
demonstrated concern for quality by the shoring
values.
work that was not up to standards.
Leaders serve as role models, if they want
Senate example; actions speak
followers to make sacrifices, for example, they
letter and words.
should do so themselves.
© Peter Dominick, Zvi Aronson 2009
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