1. Leadership E

2. Managers vs. Leaders
Leadership: about coping with (major) change. Thus
leaders set direction, align constituents, and motivate and inspire.
Management:
about coping with complexity - planning, organizing, and controlling.
The central distinction is between keeping a complex organization running smoothly, and generating change.
Most views of organizations presume a management centered view. What's the name of this course?
But the reality is that as you move up in the hierarchy you are more and more, these days, focused on generating change. Why? Because the environment of business – technologies, competitors, markets – is itself changing at a rapid pace, a pace rapid enough that more senior managers really need to devote a great deal of attention to generating change. And it follows that managers and workers are going to need to also be capable of generating change as they do their part in larger organization-level changes.
Process of influencing a group toward the achievement of goals
The art of mobilizing others to want to struggle for shared aspirations

3. Theories of Leadership
Leadership research has looked at what makes for effective leadership using several lenses:
Trait theories
“It’s all about what you are”
Behavioral theories
“There’s an ideal leader behavior”
Contingency theories
“It’s how leader behaviors fit that matters”

4. Traits Leadership traits Basic personal characteristics
Differentiate leaders from non-leaders
What traits are associated with leadership?
Run through the slide
Some of these are things you can choose to have … honesty, self-confidence, knowledge. Some aren’t – drive and desire – but you can put yourself in places where those might be higher or lower.

5. Traits Leadership traits Basic personal characteristics
Differentiate leaders from non-leaders
What traits are associated with leadership?
Run through the slide
Some of these are things you can choose to have … honesty, self-confidence, knowledge. Some aren’t – drive and desire – but you can put yourself in places where those might be higher or lower.

6. Behavioral Theories
Effective leaders consistently behave in different ways than ineffective leaders
Leaders are made, not born
One can learn the “one best way” to lead
These are fundamental dimensions of leadership. Its not so simple as to do one or the other. But you need to understand what these are because they are often the fundamental choice that you have, and we’ll see in our examination of contingency theories that if you do the right one at the right time, you can be more effective.

7. University of Iowa Study:
Key leadership behavior: participation or not
Which do you think works best and why?
Laissez-Faire:
Give the group
freedom (what leader?)
Democratic Style:
(participative): Involve
subordinates, delegate
authority, encourage
participation.
Autocratic Style :
Dictate work methods,
centralize decision- making, limit
participation
These are fundamental dimensions of leadership. Its not so simple as to do one or the other. But you need to understand what these are because they are often the fundamental choice that you have, and we’ll see in our examination of contingency theories that if you do the right one at the right time, you can be more effective.

8. Ohio State Studies: Key Leadership Behavior: Relationship or Task
Relationship: Concern for People
Employee-centered leader behavior
Manager trusts, respects, and cares about subordinates
Task: Concern for Job
Job-oriented leader behaviors
Ensuring that work gets done, subordinates perform jobs acceptably, and the organization is efficient/effective
The Christmas season example
Why might these results be kind of weak? It certainly makes sense that if you can do both, you will be better off.
But consider the highly ready, highly motivated subordinate

9. The “Managerial Grid” Concern for People Concern for Production
9,9 pattern
Team
management
1,9 pattern
“Country club”
environment
5,5 pattern
Middle-of-the-road
management
Concern for People
9,1 pattern
Task management
1,1 pattern
Impoverished
management
Concern for Production

10. Contingency Theories
Leader effectiveness depends on “fit” between situation and leader behaviors.
Core problem:
To specify how situational factors determine the optimal leader style.
Just run through slide

11. House’s Path-Goal Theory
Based on Expectancy Theory
Comprehensive model, with most research evidence supporting its logic
Leaders can motivate subordinates by:
Increasing valence
Increasing instrumentality
Increasing expectancy
Clearly identifying outcomes workers are trying to obtain so rewards can be outcomes that workers desire
Reward workers for high performance and organizational goal attainment
Clarifying paths to attainment of organizational goals, removing obstacles to performance, and expressing confidence in worker’s ability

12. Path Goal Individual Effort Performance Organizational Rewards Goals
Expectancy
Effort-performance linkage
Instrumentality
Performance-reward linkage
Valence
Attractiveness
Review Expectancy
Think of path goal as clarifying the path
Example of elementary school vice-principal
Clarify Goals and Path
(Remove roadblocks)
Reward Goal Attainment
with desired outcomes

13. Situational Leadership Model
Leader behaviors
Telling: Leader defines role and gives direction
Selling: Leader directs and supports
Participating: Shared decision-making, leaders facilitate and communicate
Delegating: Leader provides little support or delegation
Follower readiness
Some are able and some are unable to perform the tasks
Some are willing and others are unwilling to perform tasks
Key takeaway: Leadership style DEPENDS on follower needs!

14. Situational Leadership Model
Key is Follower Readiness
Trace through the logic
Does it really make sense? Why not high task, high relationship in R1? Ask them
Answer is its too much to do. You just need to rely on your authority; whereas if they are more mature, you are looking for buy-in whether they are willing or not, unless they are pretty much ready to do the task anyway, in which case your role in “leading” is low but you should be focused on enabling.

15. Developing your own style?