What is then Leadership? W1: Introduction Leadership & Management What is then Leadership?

Why do we need leaders? Incomplete organizational structure External and internal change Motivate, inspire and influence

☀Historical Foundations︎ 1911: Scientific Management. Frederick W. Taylor 1919: Toward a Theory of Administration. Henri Fayol 1922: Bureaucracy. Max Weber 1925: Observations on Organizations and Management. Mary Parker Follett 1934: The Functions of the Executive: Chester Barnard 1939: The Hawthorne Studies: Elton Mayo 1960: Theory X and Theory Y: Douglas McGregor 1995: The Twentieth Century’s Management Guru: Peter F. Drucker

☀ Leadership and Management Managers Personal power Culture based on shared values Emotional link with followers Position power Implement policies & procedures Maintain objectivity [P] Understand leadership as an influence process in organizations [E] Distinguish between leadership and management [A] Distinguish the trait, behavioral, and contingency theories of leadership [K] Discuss some alternative views of leadership [self-managing teams on leadership and ethical issues] Trait Approaches to Leadership [intelligence, dominance etc.] Behavioral Theories [Task vs people: Michigan & Ohio] Contingency [situational] Theories [change/choose behavior] Fiedler’s contingency theory and House’s path-goal theory Alternative Views of Leadership [Transactional transformational Leadership] Implicit Leadership Theory: “This is a leader! LEAD: Listening, Entusiame. Argumenting. Directing. Managers are people who do things right. Leaders are people who do the right things”

☀Early Approaches to Studying Leadership Trait Approach Early researchers believed that notable leaders had some unique set of qualities or traits that distinguished them from their peers. Physical traits, intelligence, personality traits. Trait theories are about “Who is a leader?” The theories identify certain personality types and concern well-known personalities who possess distinguished innate characteristic, or just were at the right place at the right time. Examples: Ghandi, Churchill etc. Stogdill (1948): revised 124 studies of leadership & found only 3 attributes for most leaders: Height Intelligence Initiative Lord et al (1984) found that group ascribed to leaders 3 attributes: Dominance Masculinity Behavioural Approach In the late 1940s, the emphasis shifted to determining what behaviours are associated with effective leadership. McCare, Robert R. (2000): “Trait Psychology and the Revival of Personality and Culture Studies”

☀ The Trait Approach Early researchers believed that notable leaders had some unique set of qualities or traits that distinguished them from their peers. Physical traits, intelligence, personality traits. Trait theories are about “Who is a leader?” The theories identify certain personality types and concern well-known personalities who possess distinguished innate characteristic, or just were at the right place at the right time. Examples: Ghandi, Churchill etc. Trait researchers identify leadership traits and develop methods for measuring them, and for selecting leaders. Although the trait approach has been largely unsuccessful, in recent years it has received renewed interest. Researchers have found that drive, motivation, integrity, and other traits are common among effective leaders. Stogdill (1948): revised 124 studies of leadership & found only 3 attributes for most leaders: Height Intelligence Initiative Lord et al (1984) found that group ascribed to leaders 3 attributes: Dominance Masculinity

☀ The behavioural Approach What the leader does rather than who the leader is The way someone performs the task: Authoritarian Strong control. Dominance. Orders to be followed. Directions are commands. Criticism is common Democratic: Participative and less controlling Control is shared by the group Stimulation and guidance instead of commands Group responsibility for the outcomes is based on: Active participation Responsibility for oneself and for the welfare of the group Concern and consideration for each group member Laissez-Faire: inactive, passive, no-directional Lack of limits Control is left to the group Independent non-co-ordinated activities Highly self-directed, motivated and selv-organised groups could here become highly creative and productive Autocratic styles tend to work best in High Power-Distance countries, and Participative styles in Low Power-Distance countrie [Hoffstede]

☀ The behavioural Approach The Michigan and the Ohio State Studies were two prominent “behavioural approach”, conducted simultaneously 1940s to examine behaviours associated with effective leadership. The Michigan Studies The Ohio State Studies The Ohio State Studies found that leaders engaged in two separate sets of leadership behaviours, referred to as consideration and initiating structure. The researchers found that leadership consists of two separate dimensions: Job-centered leader behaviour. Employee-centered leader behaviour.

Leaders behaviours Consideration Initiating Structure Stogdill & Coons (1957) Factor analysis of the 9 dimensions gave 2 large factors identified 9 dimensions of behaviour: Initiation Membership Representation Integration Organization Domination Communication Recognition Production Consideration Helping subordinates Doing favours Explaining Initiating Structure Getting subordinates to follow rules Setting performance standards Making roles explicit

☀The Ohio State Studies Consideration Initiating Structure Involves being concerned with subordinates’ feelings and respecting subordinates’ ideas. Involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them. Unlike the Michigan Studies variables, consideration and initiating structure were not thought to be on the same continuum. Instead, they were seen as independent dimensions of leadership behaviour.

☀The Evolution of Leadership Research Contingency Theories (person x situation) Fiedler’s contingency theory (enduring personality-like qualities) House’s path-goal theory (behavior repertoire) Behaviors (task and people) Traits 1900 1950 1960 1970 Time

☀ The Evolution of Leadership Research 1900: Traits approaches 1950: Behavioral theories 1990s 1960: Contingency theories

☀ Perspective Offered by Each Theory Qualities needed Behavior needed Traits [P] Behavioral [E] Leadership requirements of an organization Contingency [A] Alternative views [K] Assess person and situation Vision, charisma, knowledge