1. Karine Barzilai-Nahon
Leadership
Day MSIM
Winter 2006
Karine Barzilai-Nahon

2. Topic Objectives
Decide whether the person has the traits and skills to be a leader.
Identify the leadership style the leader is now using.
Size up the leadership situation and recommend the leadership style to use, and why.
Explain how a leader can strengthen his or her power base.

3. What Do Leaders Do? Leadership Effective Leadership
One person influencing another to willingly work toward a predetermined objective.
Effective Leadership
A balance of traits and skills, and leadership styles or behaviors, all combined in a way that’s right for a particular situation.

4. The Traits And Skills Of Leadership
The unchanging characteristics of a person that predisposes someone to act in a particular way.
Skills
The ability to do something in an effective and efficient manner.

6. Power and Leadership Mechanisms of power leaders can use: Authority
Coercion
Force
Influence
Manipulation

7. Claiming Legitimacy (Sources of authority)
Max Weber
Rational-Legal authority
Traditional authority
Charismatic authority
(Authority = The ability to control legitimately)

8. Leadership Theory and Reseach
The trait approach (until late 40’s)
The Style approach (until 60’s)
The contingency approach (60’s-80’s)
The New Leadership approach (from 80’s)

9. Leader Behaviors: The Ohio State Studies
(Stogdill) Which of these styles makes a leader more effective?
Consideration
Leader behavior indicative of mutual trust, friendship, support, respect, and warmth. (Example: “The leader is friendly and approachable.”)
Initiating structure
Leader behavior by which the person organizes the work to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done. (Example: “The leader lets group member know what is expected of them.”)

10. Leader Behaviors: The University of Michigan Studies
(Likert) Leadership Styles (Orientation)
Employee-oriented Leader
A leader who focuses on the needs of employees and emphasizes building good interpersonal relationships.
Job-centered Leader
A leader who focuses on production and on a job’s technical aspects.

11. Leader Behaviors: The University of Michigan Studies (cont’d)
Leadership Styles
Close supervision
A leadership style involving close, hands-on monitoring of subordinates and their work.
Laissez-faire leader
A leader who takes a hands-off approach toward supervising subordinates.
General leader
A leader who takes a middle-ground approach between close supervision and laissez-faire leadership.

12. Transactional versus Transformational Leadership Behaviors
Transactional Leadership Behaviors
Leadership actions that focus on accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.
Transformational Leadership Behaviors
Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies.

13. Six Leadership Styles at a Glance
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.
FIGURE 10–2a

14. Six Leadership Styles at a Glance (cont’d)
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.
FIGURE 10–2b

15. Six Leadership Styles at a Glance (cont’d)
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.
FIGURE 10–2c

16. Situational Theories Of Leadership
Path–Goal Leadership Theory (House)
Assumes that the leader’s job is to ensure that followers are motivated to do their jobs, and is based on the expectancy theory of motivation.
The leader’s job
To increase the personal rewards subordinates receive for attaining goals
To make the path to these goals easier to follow by reducing roadblocks—setting goals, explaining what needs to be done, and organizing the work.

18. Situational Theories Of Leadership (cont’d)
Substitutes for Leadership Theory (Kerr and Jermier)
Various characteristics of subordinates, the task, and the organization may either substitute for (render unnecessary) direct intervention by the leader or neutralize (prevent) the leader’s best efforts.
Implications for leaders:
Choose the right followers
Organize the task properly

20. Situational Theories Of Leadership (cont’d)
The Vroom–Jago–Yetton Model
A situational model based on a continuum of five decision styles with differing degrees of employee participation that enables leaders to analyze a situation and decide how much participation is called for using:
A set of management decision styles
A set of diagnostic questions
A decision tree for identifying how much participation the situation calls for.

21. Types of Management Decision Styles

22. Vroom–Jago–Yetton Model’s Diagnostic Questions
Is there a quality requirement such that one solution is likely to be more rational than another?
Is there sufficient information to make a high-quality decision?
Is the problem structured?
Is acceptance of the decision by subordinates critical to effective implementation?
If you alone make the decision, is it reasonably certain that it would be accepted by your subordinates?
Do subordinates share the organizational goals to be obtained in solving this problem?
Is conflict among subordinates likely over preferred solutions?

23. Vroom and Yetton Decision Process Flow Chart (Decision Tree)
Source: Adapted from Leadership and Decisionmaking by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. Copyright © 1973 by University of Pittsburgh Press.

24. Hersey-Blanchard Situational Leadership Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.
FIGURE 10–7

25. Applying the Situational Leadership Model
Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.

26. How To Improve Your Leadership Skills
Skill 1: Think Like a Leader
Identify what is happening
Explain why it is happening
Decide what you are going to do about it.
Skill 2: Use an Appropriate Leadership Style
Leaders usually fit their style to the situation.
Different leadership styles are appropriate to different situations.
Skill 3: Pick the Right Leadership Situation
Gravitate toward leadership situations that fit your favored leadership style.

27. How To Improve Your Leadership Skills
Skill 4: Build Your Power Base
Bolster your leadership potential by enhancing your authority (increasing your power).