1. Chapter 13
Leadership
Take me to your leader!

2. Chapter Takeaways Evolution of Leadership (theory)
Traits, Behaviors, Situation,
Transactional / Transformational
Culture / Gender
Leadership can be Learned
What are you doing to develop your skills?

3. Individual task Pick a leader that you admire
List a few points why you think they are a good leader.

4. Group task Work in a small group of 4 / 5 Share lists
Come up with a list of commonalities and / or points about what makes a good leader

5. Leadership - defined
The art of mobilizing others to want to struggle for shared aspiration.
Jim Kouzes and Barry Posner – The Leadership Challenge
What does this definition mean to you?
Material pertinent to this discussion is found on pages

6. Distinguishing Leadership From Managership
Engages in day-to-day caretaker activities: Maintains and allocates resources
Exhibits supervisory behaviour: Acts to make others maintain standard job behaviour
Administers subsystems within organizations
Asks how and when to engage in standard practice
Acts within established culture of the organization
Uses transactional influence: Induces compliance in manifest behaviour using rewards, sanctions, and formal authority
Relies on control strategies to get things done by subordinates
Status quo supporter and stabilizer
Leadership
Formulates long-term objectives for reforming the system: Plans strategy and tactics
Exhibits leading behaviour: Acts to bring about change in others congruent with long-term objectives
Innovates for the entire organization
Asks what and why to change standard practice
Creates vision and meaning for the organization
Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise
Uses empowering strategies to make followers internalize values
Status quo challenger and change creator
Material pertinent to this illustration is found on pages
According to Kanungo, leaders provide vision and strategy; management implements that vision and strategy, coordinates and staffs the organization, and handles day-to-day problems.

7. Another view Managers do things right Efficiency
Leaders do the right things
Effectiveness
This shows efficiency
but not effectiveness

8. Case:
When Marcel took over as leader of a new product development team he was both excited and apprehensive. “Can I meet the challenges of leadership?” He shared his concerns with you. Drawing on the insights from this chapter come up with a focused plan on what Marcel might do for his personal leadership development?

9. Answer Format: Summary One sentence Useful Theories Three Options
Best and Why
Action Plan

10. Leadership Three general questions
Are there a particular set of traits that all leaders have, making them different from non-leaders?
Are there particular behaviours that make for better leaders?
How much impact does the situation have on leaders?
Material pertinent to this discussion is found on page 367.
These theories examine how leaders/managers operate on a day-to-day level, supervising employees to get things done.

11. Trait Theories Trait: 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
Taller or Shorter
Than average

12. Trait: Emotional Intelligence
EI is one of the best predictor of who will emerge as a leader.
IQ and technical skills are “threshold capabilities.”
They’re necessary but not sufficient requirements for leadership.
Leaders need: self-awareness, self-management, self-motivation, empathy, and social skills to become a star performer.
These are the components of EI.

13. Behavioural Theories of Leadership
Propose that specific behaviours differentiate leaders from non-leaders
Initiating Structure
e.g., task-orientation, production-orientation
Consideration
focus on employee needs and concerns
Examples
Ohio Studies, Michigan Studies, Managerial Grid

14. The Managerial Grid People Production 1,9 9,9 Country club management
High 9
1,9
9,9
Country club management
Team management 8
Thoughtful attention to needs
Work accomplishment is from
of people for satisfying relation-
committed people who have a
ships leads to a comfortable,
"common stake" in organization's
friendly organization atmos-
purpose.This leads to relationships
People 7
phere and work tempo.
of trust and respect. 6
Concern for people 5
5,5 4
Middle-of-the-road management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale 3
1,1
of people at a satisfactory level.
9,1
Impoverished management
Authority-obedience
Exertion of minimum effort
Efficiency in operations results 2
to get required work done is
from arranging conditions of
appropriate to sustain
work in such a way that human
organization membership.
elements interfere to a minimum
degree.
Low 1 1 2 3 4 5 6 7 8 9
Low
High
Production
Concern for production

15. Contingency (or Situational) Leadership Theories
Stress the importance of considering the context when examining leadership
Fiedler Contingency Model
Hersey and Blanchard’s Situational Theory
Path-Goal Theory
Substitutes for Leadership

16. Leadership depends upon …
Or is “contingent” upon …
Follower’s
needs
Leader’s
action
Situation
demands
Opportunity for
leadership

17. 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

18. Fiedler Contingency Model
Fiedler’s contingency situations
Leader member relations
Degree of confidence, trust and respect members have for leader
Task structure
Degree to which jobs are structured
Position power
Degree to which leader has control over “power”: hiring, firing, discipline, promotions, salary
Fiedler assumed that an individual’s leadership style is fixed.

19. House’s Path-Goal Guidelines for Effective Leadership
Be clear with expectations
Let individuals know what they need to do to receive rewards (the path to the goal)
Remove barriers that prevent high performance
Express confidence that individuals have the ability to perform well
Reward individuals with their desired outcomes when they perform well

20. 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

21. Path-Goal Leadership Styles
Participative
Consults with subordinates, solicits suggestions, takes suggestions into consideration
Achievement oriented
Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees

22. Path-Goal Theory Environmental Subordinate Leader Behaviour Outcomes
CONTINGENCY FACTORS
Environmental •
Task Structure
Formal Authority System
Work Group
Subordinate
Locus of control
Experience
Perceived ability
Leader Behaviour
Directive
Achievement-oriented
Participative
Supportive
Outcomes
Performance
Satisfaction

23. Can You Be a Better Follower?
All organizations have far more followers than leaders, so 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
Does this sound like you?

24. Transactional Leaders
Contingent Reward
Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception (active)
Watches and searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive):
Intervenes only if standards are not met.
Laissez-Faire Leader:
Abdicates responsibilities, avoids making decisions.

25. Transformational leaders
Charisma
Provides vision and sense of mission, instills pride, gains respect and trust.
Inspiration
Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation
Promotes intelligence, rationality, and careful problem-solving.
Individualized Consideration
Gives personal attention, treats each employee individually, coaches, advises.

26. Personal Characteristics of Charismatic Leaders
Visionary
Communicator
Risk taker
Environmental Aware
Sensitive
Unconventional

27. Critical Thinking
What kind of activities could a full-time college or university student pursue that might lead to the perception that he or she is a transformational leader?
In pursuing those activities, what might the student do to enhance this perception of being an effective leader?

28. Providing Team Leadership
Leading teams requires new skills
E.g., patience to share information, trust others, give up authority, and knowing when to intervene
Leading teams requires new roles
Liaisons with external constituencies
Troubleshooters
Conflict managers
Coaches
Team leaders need to focus on two priorities
Managing the team’s external boundary
Facilitating the team process.

29. Contemporary Issues in Leadership
Is there a Moral Dimension to Leadership?
Coaching?
Gender: Do Males and Females Lead Differently?
Cross-Cultural Leadership

30. The Moral Foundation of Leadership
Truth telling
Telling the truth as you see it, because it allows for a mutual, fair exchange to occur.
Promise keeping
Leaders need to be careful of the commitments they make, and then careful of keeping those promises.
Fairness
This ensures that followers get their fair share for their contributions to the organization.
Respect for the individual
Telling the truth, keeping promises, and being fair all show respect for the individual. Respect means treating people with dignity.

31. Games we play
List the games that you played as a youth – say from ages 8-10.

32. Men’s and Women’s Leadership Styles
In general, women use 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

33. Case:
When Marcel took over as leader of a new product development team he was both excited and apprehensive. “Can I meet the challenges of leadership?” He shared his concerns with you. Drawing on the insights from this chapter come up with a focused plan on what Marcel might do for his personal leadership development?

34. Summary and Implications
Leadership plays a central part in understanding group behaviour
The study of leadership has expanded to include visionary approaches to leadership
Male and female leadership styles tend to be more alike than different, although there are differences
Leadership is not value free