1. Why do we need leaders & managers?
Incomplete organizational structure External and internal change Motivate, inspire and influence
Leaders
Managers
Personal power
Culture based on shared values
Emotional link with followers
Position power
Implement policies & procedures
Maintain objectivity
Behaviour: the way someone performs a task
- Authoritarian
- Democratic:
- Laissez-Faire:
Autocratic styles tend to work best in High Power-Distance countries, and
Participative styles in Low Power-Distance countries [Hoffstede]

2. 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
Found that leadership consists of two separate dimensions:
- Job-centered leader behaviour
- Employee-centered leader behaviour.
The Ohio State Studies
Found that leaders engaged in two separate sets of leadership behaviours, referred to as consideration and initiating structure.
Consideration
Involves being concerned with subordinates’ feelings and respecting subordinates’ ideas.
Initiating Structure
Involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them.

3. 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

4. ☀ W2. Again: What is leadership?
HR & SWOT-strategies Where is PEAK?

5. ☀ Again: What is leadership?
Accomplishing things/responsibility:
(P) Decisions & confrontations
(E) Welfare & empowerment
(A) Differential rewards & performance
(K) Avoid irritating creative and productive people.
Already at recruitment:
[P] Accomplishment happens through attracting the best people. Recruit people with a balanced live, humour and leisure preferences.
[E] Give power and financial accountability to those who deliver, not those who count and analyze.
[A] Organizational charts and titles are important, but not always.
[K] Recruit people who are willing to learn, welcome new responsibilities and reinvent themselves

6. ☀ Accessibility and availability
(P) Leadership stops the day problems stops
[E) The thing & the context: look beneath surface appearance
[A] DET: Good leaders don't wait to try things out
[K] Good leadership encourages everyone's evolution.
The Job of a leader is not to be the chief organizer, but the chief dis-organizer, the chaos pilot.

7. ☀ The essence of leadership
LEADERSHIP ROLES
Policy issues, strategic decision making & structural change [Origination = top managers on system level]
Interpret strategic decisions and design method of implementation [Interpolation = intermediate-level managers on subsystem level]
Implement policies and procedures efficiently [Administration = lower-level managers with know-how]
[P] Participative management
[E] Bottom-up involvement.
[A] Willingness to make the tough, unambiguous decisions and choices that affect the organization.
[K] Chaos pilots have their methods and systems.

8. ☀ 1925 Mary Parker Follett
Offered observations on management and organizations from mid-1920s to early 1930s
Three of her observations:
power,
conflict, and
leadership

9. ☀Power
Capacity to get work done
Distinguished from authority
Can delegate authority but not power
Two types of power: power-over and power-with
Power-over: dominance or coercion; control based on force
Power-with: jointly developed power; closely related to cooperation
Follett had a positive view of power and saw it as basic to organizations and management

10. ☀Conflict
Observations appeared in her unusually titled paper “Constructive Conflict”
Difference, not warfare
Differences in opinions and interests
Cannot avoid conflict in organizations
Managers should put conflict to use in their organizations
Managing conflict
Dominance: one side wins over the other
Compromise: each side gives up something to settle an issue
Integration of desires
Find solution that fully meets goals of each party
Neither party gives up anything
Integration discovers something new; compromise uses only what exists

11. ☀Leadership
Prevailing view of leadership was based on dominance and aggression
Offered an alternative view of leadership with many positive qualities
Action-oriented person clearly focused on the future
A vision of the future
Focuses the energies of people on that purpose
Decisions made with an understanding of their long-term effects

12. ☀ 1960: Theory X and Theory Y Douglas McGregor The Human Side of Enterprise, McGregor compared 2 sets of beliefs about human nature” (1960).
Theory Z (Ouchi). Theory Z was mainly developed from a study of successful Japanese organizations:
subtle and indirect supervision
collective decision making
long term employment
slower but more predicable promotions
holistic concern for employees