1. COMMUNICATION IN ORGANIZATION LEADER COMMUNICATION IN ORGANIZATIONS LECTURE 8a

2. What Do We Know About Good Leadership? One Best Way Good leaders have certain characteristics in common Contingency Theories Good leadership depends on the situation

3. APPROPRIATE LEADER STYLE? LEADER STUDIES: LEADER STUDIES: 1940-50’S OHIO STATE OHIO STATE U. OF MICHIGAN U. OF MICHIGAN BEGAN WITH 1000 DIMENSIONS - FOUND TWO THAT MATTERED BEGAN WITH 1000 DIMENSIONS - FOUND TWO THAT MATTERED EFFECTIVE LEADERS EFFECTIVE LEADERS INITIATE STRUCTURE (PRODUCTION ORIENTED) INITIATE STRUCTURE (PRODUCTION ORIENTED) ASSIGNS WORK, SETS STANDARDS) ASSIGNS WORK, SETS STANDARDS) CONSIDERATION (EMPLOYEE ORIENTED) CONSIDERATION (EMPLOYEE ORIENTED) MUTUAL TRUST, RESPECTS EMPLOYEES MUTUAL TRUST, RESPECTS EMPLOYEES MANY STUDIES: “HIGH-HIGH” IS ‘ONE BEST WAY’ MANY STUDIES: “HIGH-HIGH” IS ‘ONE BEST WAY’

4. CONTINUUM OF LEADERSHIP BEHAVIOUR AUTHORITARIANLEADERSHIP DEMOCRATICLEADERSHIP Use of authority by leader Area of freedom for members Leader makes decision and announces Leaders gives group free reign with reign withlimits Leader presents tentative FISHER

5. Blake & Mouton: The Managerial Grid Same Dimensions, More Styles

6. LEADER BEHAVIOR-STYLE IGNORES SITUATION NEITHER DEMOCRATIC NOR AUTHORITARIAN BEHAVIOR IS EFFECTIVE IN EVERY SITUATION NEITHER DEMOCRATIC NOR AUTHORITARIAN BEHAVIOR IS EFFECTIVE IN EVERY SITUATION LEADER’S NEED TO BE FLEXIBLE AND KNOW WHEN TO DO WHAT LEADER’S NEED TO BE FLEXIBLE AND KNOW WHEN TO DO WHAT SITUATIONAL CONTINGENCIES (CHANGES OF CONTEXT) FISHER SITUATIONAL CONTINGENCIES (CHANGES OF CONTEXT) FISHER

7. SITUATION DOES MAKE A DIFFERENCE: EXAMPLE Study of high performance US Army Commando Team During planning the group functioned democratically - an adhocracy. During execution of mission it was a tightly controlled bureaucracy; each individual had a specific task, changes in plan were only made by commanding officer - autocratic leader Post execution back to adhocracy to share info on the mission and learn for future - democratic leadership

8. PATH-GOAL LEADERSHIP: RESPONDING TO SITUATIONS LEADERS CLARIFY PATH TO GOAL CLARIFY PATH TO GOAL REDUCE OBSTACLES TO GOAL REDUCE OBSTACLES TO GOAL INCREASE OPPORTUNITIES FOR PERSONAL SATISFACTION ALONG THE WAY INCREASE OPPORTUNITIES FOR PERSONAL SATISFACTION ALONG THE WAY GIVE REWARDS LINKED TO INDIVIDUAL PERFORMANCE AND WANTS GIVE REWARDS LINKED TO INDIVIDUAL PERFORMANCE AND WANTS FISHER

9. CONTINGENCY LEADERSHIP CONTINGENCY LEADERSHIP LEADER SUCCESS DEPENDS IN PART ON FOLLOWERS LEADER SUCCESS DEPENDS IN PART ON FOLLOWERS SO LEADERS CAN BE: SO LEADERS CAN BE: DIRECTIVE DIRECTIVE SUPPORTIVE SUPPORTIVE PARTICIPATIVE PARTICIPATIVE RESULTING MOTIVATION DEPENDS ON RESULTING MOTIVATION DEPENDS ON EMPLOYEES ABILITIES EMPLOYEES ABILITIES TASK STRUCTURE TASK STRUCTURE DEGREE OF COOPERATION IN WORK GROUP DEGREE OF COOPERATION IN WORK GROUP EMPLOYEES’ LOCUS OF CONTROL EMPLOYEES’ LOCUS OF CONTROL PATH-GOAL LEADERSHIP: RESPONDING TO SITUATIONS

11. COMMUNICATION IN ORGANIZATION LEADER COMMUNICATION IN ORGANIZATIONS LECTURE 8b

12. TRANSFORMATIONAL LEADERS PROMPTS FOLLOWERS TO EXPAND THEIR NEEDS AND WANTS PROMPTS FOLLOWERS TO EXPAND THEIR NEEDS AND WANTS TO SEE VALUE IN THEIR WORK TO SEE VALUE IN THEIR WORK WORK TRANSCENDS SELF-INTEREST WORK TRANSCENDS SELF-INTEREST DEVELOP COMMITMENT DEVELOP COMMITMENT RAISE CONSCIOUSNESS RAISE CONSCIOUSNESS THIS IS ACTIVE, PARTICIPATIVE, THEORY Y LEADERSHIP THIS IS ACTIVE, PARTICIPATIVE, THEORY Y LEADERSHIP FAR LESS DEPENDENT ON EXTERNAL REWARDS AND MOTIVATION FAR LESS DEPENDENT ON EXTERNAL REWARDS AND MOTIVATION

13. THE FOUR ‘I’s” OF TRANSFORMATIONAL LEADERSHIP Individualized consideration Leader as mentor; assumes each employee has different needs; removes “road blocks” inhibiting followers performance. Intellectual stimulation Gives reasons/ways for people to change the way they think about work problems and their own personal attitudes; encourages employee to help leaders re-think “old” problems Inspirational motivation Strengthened when a vision/mission shared by co-workers. Leader stays optimistic in times of crisis; searches for creative methods to reduce employees’ duties and workloads. Idealized influence Based on respecting others; building confidence and trust in overall mission; followers likely to imitate leaders when they see them achieving desired results.

14. TRANSFORMATIONAL LEADERSHIP ‘ONE BEST WAY’ IS BACK Check out the Saturn Example in reading and as a linked video on lecture schedule from last week. Saturn built to have self-managed teams at every level With co-management by the union