Public Management Leaderships and Entrepreneurship Sunday, August 16, 2015 Hun Myoung Park, Ph.D. Public Management & Policy Analysis Program Graduate School of International Relations

2 Leaderships 1 Capacity of someone to direct and energize people to achieve goals. Bass (1997:17) states –Focus of group processes, as a matter of personality, –Matter of inducing compliance, as the exercise of influence, –Particular behaviors, as a form of persuasion, –Power relation, as an instrument to achieve goals, –Effect of interaction, as a differentiated role, –Initiation of structure, –Many combinations of these definitions

3 Leaderships 2 Leadership styles vary among individuals, countries, and cultures

4 Functions of General Management Allison (1983) –Strategy: establishing objectives and priorities; devising operational plans –Managing internal components: organizing and staffing; directing personnel and the personnel management system; controlling performance –Managing external constituencies: dealing with external units subject to some common authority; with independent organizations; with the press and the public

5 Executive Roles Mintzberg (1972) InterpersonalInformationalDecisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance handler Resource allocator Negotiator

6 Management Skill Topics Whetton and Cameron (2002) –Self awareness –Managing personal stress –Creative problem solving –Managing conflicts –Improving employee performance, motivating others –Effective delegation and joint decision making –Gaining power and influence –Establishing supportive communication –Improving group decision making

7 Benchmarks Scales McCauley, Lombardo, and Usher (1989) –Resourcefulness; doing whatever it takes; being a quick study –Building and mending relationships; leading subordinates; compassion and sensitivity –Straightforwardness and composure; setting a developmental climate; confronting problem subordinates team orientation; balance between personal life and work –Decisiveness; self-awareness; hiring talented staff; putting people at easy; acting with flexibility

8 Types of Leadership 1 Burns (1978) Transactional Leaders –Motivate followers by recognizing their needs and providing rewards in exchange for their performance and support. Transformational Leaders –Rely on power but not in a controlling centralized way. –Raise followers goals to a higher plane, to a focus on transcendental, higher-level goals (self-actualization) –Have talent for coupling visions of success to empowerment and motivation

9 Types of Leadership 2 Bass (1995, 1998) Transformational behaviors –Idealized influence –Intellectual stimulation –Individual consideration –Inspirational motivation Transactional behaviors –Contingent rewards –Management by expectation –Active management by exception

10 Types of Leadership 3 Bennis and Nanus (1985) –“Leading” (guiding directions, actions or opinions to “do the right thing”) –“Managing” (accomplishing things efficiently or “doing things right”)

11 Charismatic Leadership 1 Extension of work on transformational leadership Charisma is treated as a matter of the characteristics that followers attribute to their leaders. Two strains –The attribution theory of charismatic leadership –The self-concept theory of charismatic leadership

12 Charismatic Leadership 2 In attribution theory, leaders who: –Advocate a vision that is highly discrepant from status quo –Act in unconventional ways –Demonstrate self-sacrifices –Have confidence –Use persuasive appeals rather than authority or participative decision process –Use capacity to access context and locate opportunities

13 Charismatic Leadership 3 Self-Concept theory emphasizes observable characteristics of leaders and followers –Personal identification –Social identification and self-esteem –Internalization of leader’s beliefs

14 Sources of Power Legitimate: procedural legitimacy Reword: tangible and intangible rewards Coercive: punishment and sanction Expert: knowledge, skills, expertise Referent power: subordinates’ respect, admiration, and loyalty

15 Leadership Theories & Studies Trait theories Ohio State leadership studies The Blake and Moulton managerial grid Fiedler’s theory of leadership The Path-Goal theory of leadership Vroom-Yetton normative model Life Cycle theory Attribuition models Leader-Member Exchange theory Operant Conditioning and Social Learning models Cognitive Resource Utilization Theory

16 Trait Models of Leadership Certain personality leadership traits constituting their leadership capacity. Intelligence; knowledge and expertise; dominance; self-confidence; high energy; tolerance for stress; integrity and honesty; maturity Attempts to isolate specific traits led to the conclusion that no single characteristic distinguishes leaders from non-leaders. What is the best? Does that always work?

17 OSU Behavior Theory Developed questionnaires asking people to report on the behaviors of their supervisors Findings indicated leaders fell into 2 categories –Consideration: leaders’ concern for the relationships with their subordinates –Initiating structure: leaders’ emphasis on setting standards, assigning roles, and pressing for productivity and performance Criticisms –Measures questioned –Are 2 dimensions really enough for full picture?

18 Managerial Grid Blake and Mouton (1984) Concern for people and production –Authority-obedience management –Country club management –Impoverished management –Team management

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20 Fiedler’s Contingency Theory Relationship between leader style, organizational setting and effectiveness Two types of leaders –High LPC: relationship-oriented –Low LPC: task-oriented Three contingencies (situations) –Leader-member relations –Task structure –Position power of the leader

21 Fiedler’s Contingency Theory High LPC leaders are relationship oriented. –Gave favorable ratings to LPC. –High LPC leaders perform best when the contingencies are mixed in regard to favorability, that is, when conditions are relatively ordered. –The emphasis on relationships helps to mitigate the negative effect of unfavorable contingencies.

22 Fiedler’s Contingency Theory Low LPC are task-oriented –Rated more unfavorably –Low LPC leaders perform best when the three contingencies are unfavorable (disorder) or all three are favorable (order). –In short, task-oriented leadership is preferred in very favorable or least favorable situation

23 House’s Path-Goal Theory Based on the expectancy theory of motivation and emphasizes the three motivational variables –Valences –Instrumentalities –Expectancies Leader’s primary purpose is to motivate followers by clarifying goals and identifying the best paths to achieve those goals.

24 House’s Path-Goal Theory Leader is to manipulate these 3 motivational variables in desirable ways considering a variety of leadership styles, characteristics of subordinates, and situational factors Leadership (behavioral) styles: –Directive, –Supportive, –Participative, and –Achievement-oriented

25 Leader-Member Exchange Theory Leader-member exchange theory maintains that the leader and each individual member of a work group have a unique "dyadic" relationship. Each dyad is seen as a social exchange or negotiated transaction of leader-member. The basic assumption is that leaders develop a separate exchange relationship with each individual subordinate. Exchange relationships can take two different forms. – High-exchange relationship – Low-exchange relationship

26 Communication of Culture Symbols: Physical objects, settings, and certain roles within an organization convey information about its values and basic assumptions. Language: Slang, songs, slogans, and jargons can all carry the messages of a culture. Narratives: The people in an organization often repeat stories, legends, sagas, and myths that convey information about the organization’s history and practices. Practices and Events: Repeated practices and special events can transmit important assumptions and values. They may include rites and ceremonies

27 Contingencies and Variations Many variations in context and in the individual officials surveyed account for the different views about managerial roles of public managers. –The level of the manger and the institutional context varies. –Public mangers must balance managerial tasks with policymaking and with handling the political and institutional environment (oversight agencies, legislative and other executive authorities, clients and constituents, and the media).

28 Lessons from Leaderships No single leadership works in all circumstances and contexts. Leadership is to be built, not fixed or given. Zone of acceptance (cooperation) & rationality Need to be exposed to many leadership cases, for example, from history in the East and West Learn different styles and leadership skills; examine circumstances (subordinate, task, culture, etc.); and choose the most likely style “Chameleon leaderships”