1 Strategic Business Program Business Leadership and Conflict Management Class 1

2 Leadership The ability to influence a group toward the achievement of goals Management Use of authority inherent in designated formal rank to obtain compliance from organizational members Leadership

3 Distinguishing Leadership from Management Management 1. Engages in day-to-day caretaker activities: Maintains and allocates resources 2. Supervisory behaviour: Acts to make others maintain standard job behaviour 3. Administers subsystems within organizations 4. Asks how and when to engage in standard practice 5. Acts within established culture of the organization 6. Uses transactional influence: Induces compliance in manifest behaviour using rewards, sanctions, and formal authority 7. Relies on control strategies to get things done by subordinates 8. Status quo supporter and stabilizer Leadership 1. Formulates long-term objectives for reforming the system: Plans strategy and tactics 2. Leading behaviour: Acts to bring about change in others congruent with long-term objectives 3. Innovates for the entire organization 4. Asks what and why to change standard practice 5. Creates vision and meaning for the organization 6. Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise 7. Uses empowering strategies to make followers internalize values 8. Status quo challenger and change creator

4 Leadership as Supervision Three general questions: Is there a particular set of traits that all leaders have, making them different from non-leaders? Are there particular behaviors that make for better leaders? How much impact does the situation have on leaders?

5 Trait Theories Traits are characteristics of the person: Physical characteristics Abilities Personality traits Traits consistently associated with leadership: Ambition and energy The desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge

6 Myers-Briggs Model Personality Types

7 What CEOs Identify as Key Leadership Traits Quality Communication skills Ability to motivate people Honesty Ability to listen Team-building expertise Analytical skills Aggressiveness in business CEOs Rating It Most Important (%)

8 Behavioral Theories of Leadership Propose that specific behaviors differentiate leaders from non-leaders

9 Research Findings for Behavioral Theories When subordinates experience a lot of pressure because of deadlines or unclear tasks, leaders who are people oriented will increase employee satisfaction and performance. When the task is interesting or satisfying, there is less need for leaders to be people oriented. When it’s clear how to perform the task and what the goals are, leaders who are people oriented will increase employee satisfaction, while those who are task oriented will increase dissatisfaction. When people don’t know what to do, or individuals don’t have the knowledge or skills to do the job, it’s more important for leaders to be production oriented than people oriented.

10 Contingency or Situational Leadership Theories Fiedler Contingency Model Hersey and Blanchard’s Situational Theory Path-Goal Theory Substitutes for Leadership

11 Fiedler Contingency Model Effective group performance depends upon the proper match between the leader’s style and the degree to which the situation gives control to the leader. Least preferred co-worker (LPC) questionnaire determines whether individuals were primarily interested in: good personal relations with co-workers, and thus relationship oriented, or productivity, and thus task oriented.

12 Hersey and Blanchard’s Situational Theory Follower: unable and unwilling Follower: unable but willing Follower: able but unwilling Follower: both able and willing

13 Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness; the more “ready” the followers (the more willing and able) the less the need for leader support and supervision. LOW Amount of Follower Readiness HIGH Amount of Leader Support & Supervision Required HIGHLOW Hersey and Blanchard’s Situational Theory

14 Path-Goal Theory of Leadership A theory that says it’s the leader’s job to assist followers in reaching their goals and to provide the necessary direction and/or support to ensure that their individual goals are compatible with the overall goals.

15 Path-Goal Leadership Styles Directive Informs subordinates of expectations, gives guidance, shows how to do tasks. Supportive Friendly and approachable, shows concern for status, well-being, and needs of subordinates. Participative Consults with subordinates, solicits suggestions, takes suggestions into consideration.

16 Can You Be a Better Follower? Ineffective followers may be more of a handicap to an organization than ineffective leaders. What qualities do effective followers have? They manage themselves well. They are committed to a purpose outside themselves. They build their competence and focus their efforts for maximum impact. They are courageous, honest, and credible.

17 Transactional vs. Transformational Leadership Transactional leaders Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders Leaders who inspire followers to go beyond their own self-interests for the good of the organization, and have a profound and extraordinary effect on their followers.

18 Full Range of Leadership Model

19 Charismatic Leadership Theory Leadership that critically examines the status quo with a view to developing and articulating future strategic goals or vision for the organization, and then leading organizational members to achieve these goals through empowerment strategies.

20 Dispersed Leadership Mentoring Providing Team Leadership

21 Mentoring Many leaders create mentoring relationships. A mentor is often a senior employee who sponsors and supports a less-experienced employee (a protégé). The mentoring role includes: Coaching Counseling Sponsorship

22 Team Leaders Team leaders need to focus on two priorities: Managing the team’s external boundary Facilitating the team process Four specific roles: Liaisons with external constituencies. Troubleshooters Conflict managers Coaches

23 Factors Calling for Self-Leadership Reduced levels of supervision Offices in the home Teamwork Growth in service and professional employment where individuals are often required to make decisions on the spot

24 Benefits of Leading Without Authority Latitude for creative deviance Easier to raise questions. Issue focus Freedom to focus on single issue, rather than many issues. Frontline information Often closer to the people who have the information.

25 Contemporary Issues in Leadership Moral Leadership Gender and Leadership Online Leadership

26 The Moral Foundation of Leadership Truth telling Promise keeping Fairness Respect for the individual

27 Trust A positive expectation that another will not—through words, actions, or decisions—act opportunistically Trust is a history- dependent process based on relevant but limited samples of experience Trust: The Foundation of Leadership

28 Leadership Styles Autocratic Democratic Bureaucratic

29 Men’s and Women’s Leadership Styles In general, women fall back on a democratic leadership style: Encourage participation Share power and information Attempt to enhance followers’ self-worth Prefer to lead through inclusion Men feel more comfortable with a directive command-and-control style: Rely on formal authority

30 Qualities Attributed to Leaders Leaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious. Effective leaders are perceived as consistent and unwavering in their decisions. Effective leaders project the appearance of being a leader. Qualities Attributed to Leaders Leaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious. Effective leaders are perceived as consistent and unwavering in their decisions. Effective leaders project the appearance of being a leader. Attribution Theory of Leadership The idea that leadership is merely an attribution that people make about other individuals Challenges to the Leadership Construct