Leadership José Onofre Montesa Andrés Universidad Politécnica de Valencia Escuela Superior de Informática Aplicada 2003-2004

Can one person make a difference in an organization's performance? GpiIC-3 Leadership.

What is leadership? The ability to influence a group toward the achievement of a goal. Administration: Deals with complexity Pacification, Organization, Control. Leadership: Deals with change. Stablemen of a vision. Aliening people with that vision and impel them to defeat obstacles. Administrator <> Leader GpiIC-3 Leadership.

What about the task? Badly, we are going in the wrong direction (leader) (worry about effectiveness) Very well, our advance is 50 meters per hour (Administrator) (worry about efficiency) GpiIC-3 Leadership.

Leadership basis People do what is asked for, power is basic for leadership leadership… Owns to the leader (something of him) Owns to the people leaders (they give this to the leader) GpiIC-3 Leadership.

Power Influence capacity. Sources of Power Position Individual Legitimate Reward Coercive Individual Expert Referent GpiIC-3 Leadership.

Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuables. Increase proportional with the number of possible rewards that a person control. Can be increases in the salary or only greeting from a supervisor. GpiIC-3 Leadership.

Coercive power. Power that is based on fear Depends on the perception that a persons has over the capacity of an other person to punish him. Some times we don’t perceive this capacity and same problems arise. GpiIC-3 Leadership.

Legitimate power. The power a persons receives as a result of his or her position in the formal hierarchy. Shared values, Social structure, or A legitimated agent authorization. GpiIC-3 Leadership.

Expert power Influence based o special skills or knowledge People needs his or her skills or knowledge in order to arrive to their objectives. GpiIC-3 Leadership.

Referent Power Influence based on possession by an individual of desirable resources or personal trails. If you admire a person, he or she has power over you, because you want to please he or she. You want to be like this person GpiIC-3 Leadership.

Conclusions Power isn’t leadership but is close correlates and we need to understand the mechanism. Leadership increases as power do. Reserve coercive and legitimate power. GpiIC-3 Leadership.

Leadership theories Trait theories of leadership Behavioral theories Contingency theories Charismatic leadership theory GpiIC-3 Leadership.

Trait theories of leadership Theories that sought personality, social, physical or intellectual traits that differentiate leaders. Described as: Ambition and energy, Desire to lead, Honesty and integrity, Self confidence, intelligence, Job relevant knowledge. But: Overlook the needs of followers. relative importance of each trait. Doesn’t separate cause from effect. Ignore situational factors. We can select leaders. GpiIC-3 Leadership.

Behavioral theories Theories proposing that specific behaviors differentiate leaders from non leaders. We could train people to be leaders. Theories: Ohio state university University of Michigan Studies The managerial Grid Scandinavian Studies GpiIC-3 Leadership.

Ohio state university From 1000 dimensions to two categories: Initiating structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in search for a goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect to subordinates’ ideas, and regard for their feelings. GpiIC-3 Leadership.

University of Michigan Studies Locate characteristics associated with effectiveness . Employee-oriented leader One who emphasizes interpersonal relations. Production-oriented leader. One who emphasizes technical or task aspects of the job Employee oriented were associated with group productivity and satisfaction. GpiIC-3 Leadership.

The managerial Grid Developed by Blake and Mouton. Proposes a nine-by-nine matrix outlining eighty-one different leadership styles. Concern for people Good work clime, communication, people mater Concern for production. The work must be well done and on time. GpiIC-3 Leadership.

The managerial Grid Concern for people Concern for production 9 1,9 9,9 8 7 6 5 5,5 4 3 2 1 1,1 9,1 Concern for people Concern for production GpiIC-3 Leadership.

The managerial Grid (1,1) don’t concerned by people needier task. (1,9) concerned for people (satisfaction) (9,1) concerned for production (results) (9,9) High concern for people and production (space lab) (5,5) moderate concern for people and production. GpiIC-3 Leadership.

Scandinavian Studies One who values experimentation, seeking new ideas, and generating and implementing change. Look at the innovation Products Process GpiIC-3 Leadership.

Contingency Theories Is appropriate de same leader in any situation? Military, Artists Design team,… peopleware,... Situation -> leader type A->style X B-> style Y … GpiIC-3 Leadership.

FIEDLER model Effective groups depend upon a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. The LPC (least preferred co-worker) An instrument that purports to measure whether a person is task or relationship oriented. Leadership style depends on the people psychology. (difficult to change) GpiIC-3 Leadership.

FIEDLER model Procedure 1) Identify leadership style Remember the least enjoyed co-worker. Do you have good relations with him? 2) Defining the situation. Contingencies Leader  Member (relations) Task structure Position power GpiIC-3 Leadership.

Relationship oriented FIEDLER Model ... 3) Matching leaders and situation Task oriented (low LPC) Task oriented (low LPC) Relationship oriented (High LPC) GpiIC-3 Leadership.

Hersey y Blanchard’s Theory Situational leadership. Focus on: followers Accept or reject the leader readiness People have the ability and willingness to accomplish a specific task. GpiIC-3 Leadership.

Hersey y Blanchard’s Theory Directive behavior Orientate, define and work organization Give instructions, control Supportive Behavior Appreciate the work done, workers Self-esteem Deal at the same level, accessible,.. Supportive behavior High Low Directive behavior Mature Immature Moderate GpiIC-3 Leadership.

Telling (high task – low relationship). The leader defines roles and tells people what, how, when, and where to do various tasks. It emphasizes directive behavior. Selling (high task– high relationship). The leader provides both Directive behavior and supportive behavior. Participating (low task– high relationship). The leader and follower share in decision making, with the main role of the leader being facilitating and communicating. Delegating (low task– low relationship) The leader provides little direction or support. GpiIC-3 Leadership.

Path-Goal Theory leader’s job is assisting followers in attaining their goals and to provide support ensure that goals are objectives of our organization. leader’s behavior is acceptable to subordinates if it is motivational Makes subordinate need satisfaction provides the coaching, guidance, support, rewards. GpiIC-3 Leadership.

Path-Goal Theory: Four leadership behaviors. The directive leader lets subordinates know what is expected, schedules work, and gives specific guidance as to how to accomplish tasks. The supportive leader Is friendly and shows concern for the needs of subordinates. The participative leader consults with subordinates before making a decision. The achievement-oriented leader sets goals and expects subordinates to perform at highest level. The same leader can display any or all of these behaviors depending on the situation. GpiIC-3 Leadership.

Path-Goal Theory: contingency variables Moderate the leadership behavior Environment: outside the control of the subordinate task structure, the formal authority system, and the work group Personal characteristics of the subordinate locus of control, experience, and perceived ability. leader behavior will be ineffective when it is redundant with sources of environmental structure or incongruent with subordinate characteristics. GpiIC-3 Leadership.

The path-goal theory Leader Behavior outcomes Directive Performance Participative Satisfaction Achievement oriented Supportive Environmental contingency factors Task structure Formal authority system Work group Subordinate contingency factors Locus of control Experience Perceived ability GpiIC-3 Leadership.

GpiIC-3 Leadership.

Path-Goal Theory: some examples of hypotheses Directive greater satisfaction tasks ambiguous or stressful Supportive -> when structured tasks. Directive is redundant -> subordinates with ability or experience. Clear and bureaucratic authority relationships -> supportive. Directive -> when conflict within a work group. Subordinates with internal locus of control -> participative style. Subordinates with external locus of control -> directive style. Achievement-oriented -> when tasks are ambiguously structured. GpiIC-3 Leadership.

Leader-Participation Model A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. five leader behaviors in situation I (AI), Autocratic II (AII), Consultative I (CI), Consultative II (CII), and Group II (GII) GpiIC-3 Leadership.

Leader-Participation Model Autocratic I (AI). using what-ever facts you have at hand. solve the problem or make a decision yourself Autocratic II (AII). obtain the necessary information from subordinates and then decide on the solution to the problem yourself. GpiIC-3 Leadership.

Leader-Participation Model Consultative I (CI). share the problem with subordinates one-on-one, getting their ideas and suggestions. the final decision is yours alone. Consultative II (CII). share the problem with your subordinates as a group, collectively obtain their ideas and suggestions. Then you make the decision that may or may not reflect your subordinates’ influence. Group II (GII). share the problem with your subordinates as a group. Your goal is to help the group concur on a decision. Your ideas are not given any greater weight than those of others. GpiIC-3 Leadership.

Leader-Participation Model RQ: Quality requirement: How important is the technical quality of this decision? CR: Commitment requirement: How important is subordinate commitment to the decision? LI: Leader's information: Do you have sufficient information to make a high-quality decision? ST: Problem structure: Is the problem well structured? CP: Commitment probability: If you were to make the decision by yourself, is it reasonably certain that your subordinate(s) would be committed to the decision? GC: Goal congruence: Do subordinates share the organizational goals to be attained in solving this problem? GpiIC-3 Leadership.

Leader-Participation Model CO: Subordinate conflict: Is conflict among subordinates over preferred solutions likely? SI: Subordinate information: Do subordinates have sufficient information to make a high-quality decision? TC: Time Constraint Does a critically severe time constraint limit your ability to involve subordinates? GD: Geographical Dispersion Are the costs involved in bringing together geographically dispersed subordinates prohibitive? MT: Motivation—Time How important is it to you to minimize the time it takes to make the decision? MD: Motivation—Development How important is it to you to maximize the opportunities for subordinate development? GpiIC-3 Leadership.

Leader-Participation Model GpiIC-3 Leadership.

Charismatic Leadership ¿Why people work a lot with same leader and don’t do that with others? Self-confidence Vision Ability to articulate the vision (Communication) Strong convictions about the vision (Perseverance) Behavior that is out of the ordinary Perceived as being a change agent Environment sensitivity Transformational leader GpiIC-3 Leadership.

Bibliography: Weihrich, H. “Management: Science, Theory, and Practice” en Software Engineering Project Management, 2ed. IEEE, 1997. Mackenzie, R.A., “The Management Process in 3-D” en Software Engineering Project Management, 2ed. IEEE, 1997. GpiIC-3 Leadership.