Management APMG 8100 Organisations and Leadership Session Overview
What are perspectives Different perspectives on Leadership Perspectives on competencies of leaders? Managers? New perspectives for leaders/managers Discussion TBA.... Next time .... What are some perspectives? Personal traits and characteristics that are associated with effective leaders. Autocratic versus democratic leadership behaviour and the impact of each. People-oriented and task-oriented leadership behaviour and when each should be used. Models . Diverse Perspectives of Leadership Emphasizes how leaders help followers to confront conflicting values & to effect change from conflict Ethical perspective that speaks directly to Values of workers Values of organizations and the communities in which they work 4 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Heifetzs Perspective Diverse Perspectives of Leadership Leaders use authority to mobilize followers to Get people focused on issues Act as a reality test regarding information Manage and frame issues Orchestrate conflicting perspectives Facilitate the decision-making process 5 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Heifetzs Perspective Diverse Perspectives of Leadership cont Leaders use authority to mobilize followers to Get people focused on issues Act as a reality test regarding information Manage and frame issues Orchestrate conflicting perspectives Facilitate the decision-making process Leader provides a holding environment, a supportive context in which there is Trust, nurturance, & empathy Leaders duties Assist the follower in struggling with change and personal growth
6 . Heifetzs Perspective Diverse Perspectives of Leadership Theory of Transformational Leadership Strong emphasis on followers needs, values, & morals Leaders help followers in their personal struggles concerning conflicting values Stressing values such as liberty, justice, equality Connection between leader & follower Raises level of morality of both Leaders Role Assist followers in assessing their values & needs Help followers to rise to a higher level of functioning
7 . Burns Perspective Perspectives - Style Approach Emphasizes the behavior of the leader Focuses exclusively on what leaders do and how they act Comprised of two general kinds of Behaviors Task behaviors Facilitate goal accomplishment: Help group members achieve objectives Relationship behaviors Help subordinates feel comfortable with themselves, each other, and the situation
8 . Perspective Definition Ohio State Studies - perspectives Leadership Behavior Description Questionnaire (LBDQ) Identify number of times leaders engaged in specific behaviors 150 questions Participant settings (military, industrial, educational) Results Particular clusters of behaviors were typical of leaders
9 . Ohio State Studies, cd ; LBDQ-XII (Stogdill, 1963)
Shortened version of the LBDQ Most widely used leadership assessment instrument Results - Two general types of leader behaviors: Initiating structure Leaders provide structure for subordinates Task behaviors - organizing work, giving structure to the work context, defining role responsibility, scheduling work activities Consideration - Leaders nurture subordinates Relationship behaviors building camaraderie, respect, trust, & liking between leaders & followers
10 University of Michigan Studies - perspectives Exploring leadership behavior Specific emphasis on impact of leadership behavior on performance of small groups Results - Two types of leadership behaviors conceptualized as opposite ends of a single continuum Employee orientation Strong human relations emphasis Production orientation Stresses the technical aspects of a job Later studies reconceptualized behaviors as two independent leadership orientations - possible orientation to both at the same time 11 . Blake & Moutons Managerial (Leadership) Grididk & Moutons Managerial (Leadership) Grid Historical Perspective Leadership Grid Components Authority-Compliance (9,1) Country Club Management (1,9) Impoverished Management (1,1) Middle-of-the-Road Management (5,5) Team Management (9,9) Paternalism/Maternalism (1, 9; 9,1) Opportunism Historical Perspective Blake & Moutons Managerial Leadership Grid
Developed in early 1960s Used extensively in organizational training & development
Designed to explain how leaders help organizations to reach their purposes Two factors Concern for production How a leader is concerned with achieving organizational tasks Concern for people How a leader attends to the members of the organization who are trying to achieve its goals 13 .
Development
Purpose Authority-Compliance (9,1) text book p.. Efficiency in operations results from arranging conditions of work such that human interference is minimal Heavy emphasis on task and job requirements and less emphasis on people Communicating with subordinates mainly for task instructions Results driven - people regarded as tools to that end 9,1 leaders seen as controlling, demanding, hard- driving, & overpowering
14 . Role Focus Definition Country Club (1,9) Thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo Low concern for task accomplishment coupled with high concern for interpersonal relationships De-emphasizes production; leaders stress the attitudes and feelings of people 1,9 leaders try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial 15 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Definition Role Focus Impoverished (1,1) Minimal effort exerted to get work done is appropriate to sustain organizational membership Leader unconcerned with both task and interpersonal relationships Going through the motions, but uninvolved and withdrawn 1,1 leaders - have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic
16 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Role Focus Definition Middle-of-the-Road (5,5) Adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale Leaders who are compromisers; have intermediate concern for task and people who do task To achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships 5,5 leader - described as expedient; prefers the middle ground, soft-pedals disagreement, swallows convictions in the interest of progress 17 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Definition Role Focus Team (9,9) Work accomplished through committed people; interdependence via a common stake in the organizations purpose, which leads to relationships of trust and respect Strong emphasis on both tasks and interpersonal relationships Promotes high degree of participation & teamwork, satisfies basic need of employee to be involved & committed to their work 9,9 leader - stimulates participation, acts determined, makes priorities clear, follows through, behaves open- mindedly and enjoys working 18 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Definition Role Focus Paternalism / Maternalism Reward and approval are bestowed on people in return for loyalty and obedience; failure to comply leads to punishment Leaders who use both 1,9 and 9,1 without integrating the two The benevolent dictator; acts gracious for purpose of goal accomplishment Treats people as though they were disassociated from the task Regards the organization as a family Makes most of the key decisions Rewards loyalty and punishes non-compliance 19 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Definition Role Focus Opportunism People adapt and shift to any grid style needed to gain maximum advantage Performance occurs according to a system of selfish gain Leader uses any combination of the basic five styles for the purpose of personal advancement May be seen as ruthless and cunning May also be seen as adaptable and strategic 20 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Definition Role Focus Leaders usually have a dominant grid style used in most situations and a backup style that is reverted to when under pressure Criticisms on Style perspective Research has not adequately demonstrated how leaders styles are associated with performance outcomes No universal style of leadership that could be effective in almost every situation Implies that the most effective leadership style is High-High style (i.e., high task/high relationship); research finding support is limited 21 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Application Style approach / perspective Many leadership training and development programs are designed along the lines of the style approach. By assessing their own style, managers can determine how they are perceived by others and how they could change their behaviors to become more effective. The style approach applies to nearly everything a leader does. 22 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. Another perspective Definition Leader-member exchange (LMX) theory: conceptualizes leadership as a process that is centered on the interactions between a leader and subordinates
Some theories focus on leaders: trait approach, skills approach, and style approach
Other theories focus on the follower and the context: situational leadership, contingency theory, and path- goal theory. 23 . Dimensions of Leadership LMX theory makes the dyadic relationship between leaders and followers the focal point of the leadership process 24 Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LMX theory - groups In-group/out-group status based on how well subordinate works with the leader and how well the leader works with the subordinate How subordinates involve themselves in expanding their role responsibilities with the leader determines whether they become in- group or out-group participants Becoming part of the in-group involves subordinate negotiations in performing activities beyond the formal job description 25 . Subordinate In-Group more information, influence, confidence, & concern from Leader more dependable, highly involved, & communicative than out-group Out-Group less compatible with Leader usually just come to work, do their job, & go home In-Group & Out-Group Subordinates 26 . S Out-Group Leader I n-Group S S S S S S S S S S S S S S S Criticisms Inadvertently supports the development of privileged groups in the workplace; appears unfair and discriminatory The basic theoretical ideas of LMX are not fully developed How are high-quality leader-member exchanges created? What are the means to achieve building trust, respect, and obligation? What are the guidelines? Because of various scales and levels of analysis, measurement of leader-member exchanges is being questioned 27 . Application Applicable to all levels of management and different types of organizations Directs managers to assess their leadership from a relationship perspective Sensitizes managers to how in-groups and out- groups develop within their work unit Can be used to explain how individuals create leadership networks throughout an organization Can be applied in different types of organizations volunteer, business, education, and government settings 28 . What are perspectives on competencies of leaders? Managers? Do research and complete this and present your answers in class NEW LEADERSHIP / MANAGEMENT COMPETENCIES Re-think their approach to organising, leading, controlling, directing and motivating employees Give up their command-and-control mind-set to focus on coaching, providing guidance, creating organisations that are fast, flexible, innovative and relationship oriented (strength and quality of relationships) NEW LEADERSHIP / MANAGEMENT COMPETENCIES (2) Leadership is dispersed throughout the org and share power; managers empower employees New skills? The ability to create an exciting and demanding work environment; to inspire confidence in and support for org and its leadership (Samson & Daft, 2009) NEW LEADERSHIP / MANAGEMENT COMPETENCIES (3) Middle managers to learn to build relationships, empower employees, promote cooperation, manage conflict First line managers to motivate employees, sustain employee energy Stay connected to customers and employees on a daily basis NEW LEADERSHIP / MANAGEMENT COMPETENCIES (4) Team-building skills are crucial diverse workforce Learning org values experimentation risk taking applies current techno tolerates mistakes and failure sharing of knowledge create learning capability
Considering competencies of Leaders/managers Complete at home and discuss your answers in class Perspectives on Personal characteristics of leaders 5 Leadership participation styles DISCUSSION IN YOUR GROUPS Appoint a spokesperson in your groups in class Each group to answer Q ..TBA in class of TBA p TBA FOR THE NEXT session Please prepare the presentation for discussion in your groups (week13) Please read: Chapter 2 & 3 for next session Prepare .. p., prepare .. Qs on p.for class discussion in groups Prepare for the MPC test: slides session 1&2 ch 1, 4, 8, 9 &16 Prepare for the final exam by getting up to date with all your readings !Do not under- estimate the exam ! Its 40% of your course mark you have to pass !!!