CHAPTER 1 THE NATURE OF LEADERSHIP

CHAPTER 1 THE NATURE OF LEADERSHIP. by Dr Bahiah A Malek.

LEARNING OBJECTIVES. Understand why leadership has been defined in so many different ways Understand the controversy about differences between leadership and management Understand how leadership will be defined in this book Understand why it is so difficult to assess leadership effectiveness.

LEARNING OBJECTIVES (CONT.). 5. Understand the different indicators used to assess leadership effectiveness 6. Understand what aspects of leadership have been studied the most during the past 50 years 7. Understand how leadership can be described as an individual, dyadic, group, or organizational process.

DEFINITIONS LEADERSHIP. “There are almost as many definitions of Leadership as there are persons who have attempted to define the concept.” (Stogdill, 1974).

LEADERSHIP. Leadership is the use of power and influence to direct the activities of followers toward goal achievement How leaders get the power and influence needed to direct others (Chapter 13) How leaders actually use their power and influence effectively.

DEFINITIONS LEADERSHIP (CONT.). [image] TABLE 1-1 Definitions of Leadership is • •the behavior of an individual directing the activities of a group to•.vard a goal." (Hemphill & 1957. p. 7) Leadership is s •the influential ent over and above mechanical the directives Of thc organization:' (Katz & Kahn, 1078. p. 528) • 'Leadership is exercised "'hen n•obilize . institutional. political. Frsychologic and other as to arouse, engage, and thc motives Of (Burns. 1078. 18) • •Leadership is realized in the prozess whereby on e or n.lore individuals succeed in atternpt ing to fraxne and define the reality Of & Morgan. 1982. p. 258) Leadership is Of influencing the activities Of an organized group toward ( Rauch & Behling. 1984. p- 46) • •I—eadership is about articulating visions- er-nbody-ing values. and creating the within w•hich things can accomplished." (Richards & Engle, 1086. p- 206) • I-cadetship is a precess Of giving purpose (meaningful to collective effort- and willing effort to expended to achieve p & 1990, pg. 281 Leadership "is the ability to step outside the culture to start evolutionary change processes that are rnore adapti ver 1992, p. 2) ' •I—eadersh.ip is the of rnaking of w•hat people are doing together that peo- ple will understand and be cornrnitted.•' (Or-ath & Palus, 1904. p. 4) Leadership is "the ability of an individual to influence. rnotivate, and enable others to contribute toward Of the - 1 ooo. p. 184).

EARLY APPROAACHES TO LEADERSHIP. Trait Approaches to Leadership Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders focusing on: Identifying leadership traits Developing methods for measuring them Using the methods to select leaders Current limited set of leadership traits Emotional intelligence, drive, motivation; honesty and integrity, self-confidence, cognitive ability, knowledge of the business, charisma.

Specialized role or shared influence process Type of influence process Purpose of influence attempts Influence based on reason or emotions Leadership versus management Direct versus Indirect Leadership.

Specialized role Specific leadership role: some functions cannot be shared Leaders and followers Shared Influence Process Naturally occurring Any member can be a leader at any time.

TYPE OF INFLUENCE PROCESS. Leadership only occurs when influence attempts results in enthusiastic commitment All types of influence need to be examined – even when forcing or manipulating subordinates.

PURPOSE OF INFLUENCE ATTEMPTS. Leadership occurs only when people are influenced to do what is ethical and consistent with organizational goals Look at outcome of the influence attempts and not necessarily the leader’s intended purpose..

INFLUENCE BASED ON REASON OR EMOTION. Traditional definitions of leadership emphasize rational, cognitive processes Recent views of leadership emphasize emotional aspects of influence.

LEADERSHIP VS. MANAGEMENT. Leaders and managers are completely different and mutually exclusive Managers are concerned with doing things right (efficiency) Leaders and concerned with doing the right things (effectiveness).

LEADERSHIP VS. MANAGEMENT (CONT.). Leaders and managers are different roles but don’t have to be different types of people Mintzberg’s 10 leadership roles Kotter differentiating between managers and leaders in terms of core processes and intended outcomes Rost view of management as a authority relationship and leadership as a multidirectional influence relationship.

DIRECT VS. INDIRECT LEADERSHIP. Direct Leadership Leader’s direct influence on immediate subordinates. Leader’s direct influence on lower-level employees, peers, bosses, or outsiders Indirect leadership Cascading effect of leadership influence Influence over formal programs, management systems, and structural forms Influence over organizational culture.

“Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.”.

WHAT LEADERS CAN INFLUENCE. The interpretation of external events by members The choice of objectives and strategies to pursue The motivation of members to achieve the objectives The mutual trust and cooperation of members The organization and coordination of work activities.

WHAT LEADERS CAN INFLUENCE (CONT.). The allocation of resources to activities and objectives The development of member skills and confidence The learning and sharing of new knowledge by members The enlistment of support and cooperation from outsiders The design of formal structure, programs, and systems The shared beliefs and values of members.

LEADERSHIP EFFECTIVENESS. Performance and growth of leaders group or organization Preparedness to deal with challenges or crises Satisfaction with the leader Follower commitment to group objectives Psychological well-being and development of followers Leader’s retention of high status Leader’s advancement to higher positions.

IMMEDIATE AND DELAYED OUTCOMES. Immediate outcomes easy to measure Willingness to complete a project Delayed outcomes difficult to assess Influenced by extraneous events Leader can effect both immediate and delayed outcomes May be inconsistent and move in opposite directions.

TABLE 4-1. LEADERSHIP CAUSAL CHAIN. [image] Inspiring vision Training + Coaching Follower Quality + Prcdwtivity Folkrwer skills Unit profits FIGLRE 1-1 Cale Chain of ffeds from Wo ypesof.

TABLE 4-1 continued. KEY VARIABLES IN LEADERSHIP THEORIES.

CHARACTERISTICS OF THE LEADER. Traits (motives, personality, values) Confidence and optimism Skills and expertise Behavior Integrity and ethics Influence tactics Attributions about followers.

CHARACTERISTICS OF THE FOLLOWER. Traits (needs, values, self concepts) Confidence and optimism Skills and expertise Attributions about the leader Trust in the leader Task commitment and effort Satisfaction with job and leader.

CHARACTERISTICS OF THE SITUATION. Type of organizational unit Size of unit Position power and authority of leader Task structure and complexity Task interdependence Environmental uncertainty External dependencies.

CASUAL RELATIONSHIP BETWEEN KEY VARIABLES. [image] Leader traits and eki118 FIGLRE 1-2 Leader 1:41avior Influence pro:eese.s Siuational variable Follower attnu&e and behavior outcomee Causl Relationships Arnong the Primary Typs of Ladership Proceses.

OVERVIEW OF MAJOR RESEARCH APPROACHES. Trait approach Behavior approach Power-influence approach Situational approach Integrative approach.

LEVEL OF CONCEPTUALIZATION FOR LEADERSHIP. [image] FIGI-Æ 1-3 1—els for Organization Group I rdividual.

LEVEL OF CONCEPTUALIZATION FOR LEADERSHIP (CONT.).

Leader vs. Follower-centered Theory Descriptive vs. Prescriptive Theory Universal vs. Contingency Theory.

LEADERSHIP TRAITS, STYLES AND BEHAVIOURS Learning goals.

LEADERSHIP TRAITS, STYLES AND BEHAVIOURS Learning goals (cont.).

LEADER EFFECTIVENESS. Leader effectiveness is the degree to which the leader’s actions result in: Achievement of the unit’s goals Continued commitment of the unit’s employees Development of mutual trust, respect, and obligation in leader–member dyads Traits predict leader emergence (i.e., who becomes a leader in the first place) better than they predict leader effectiveness (i.e., how well people actually do in a leadership role).

CHARACTERISTICS RELATED TO LEADER EMERGENCE AND EFFECTIVENESS.

LEADER DECISION-MAKING STYLE. Decision-making styles – how a leader decides as opposed to what a leader decides Autocratic style - the leader makes the decision alone without asking for the opinions or suggestions of the employees Consultative style - the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself.

LEADER DECISION-MAKING STYLE (CONT.). Facilitative style - the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else’s Delegative style - the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions.

LEADER DECISION-MAKING STYLE (CONT.).

TIME-DRIVEN MODEL OF LEADERSHIP. Focus should be on characteristics of situations rather than leader style Seven factors combine to make specific decision-making styles more or less effective in a given situation.

TIME-DRIVEN MODEL OF LEADERSHIP (CONT.). Decision significance Is the decision significant to the success of the project or the organization? Importance of commitment Is it important that employees “buy in” to the decision? Leader expertise Does the leader have significant knowledge or expertise regarding the problem? Likelihood of commitment How likely is it that employees will trust the leader’s decision and commit to it?.

TIME-DRIVEN MODEL OF LEADERSHIP (CONT.). Shared objectives Do employees share and support the same objectives, or do they have their own agenda? Employee expertise Do employees have significant knowledge or expertise regarding the problem? Teamwork skills Do employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?.

TIME-DRIVEN MODEL OF LEADERSHIP (CONT.). Autocratic Dele ative Consultat ive Facili tat ive Consultat e Facili tat ive Consultat W e Autocratic Facili tat ive Consult at iv e Autocrat ic De Ie gat ive tat ive Autocratic.

OTHER LEADERSHIP STYLE. Transformational leadership Inspires followers to commit to a shared vision Provides meaning to their work Serves as a role model Helps followers develop their own potential and view problems from new perspectives Laissez-faire leadership (i.e., hands-off)The avoidance of leadership altogether.

OTHER LEADERSHIP STYLE (CONT.). Transactional leadership Leader rewards or disciplines followers depending on the adequacy of their performance Passive management-by-exception Leader waits around for mistakes and errors, then takes corrective action as necessary. Active management-by-exception Leader arranges to monitor mistakes and errors actively and again takes corrective action when required Contingent reward Leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.

EFFECTIVENESS OF LAISSEZ-FAIRE, TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP.

DIMENSIONS OF TRANSFORMATONAL LEADERSHIP. Idealized influence Behaving in ways that earn the admiration, trust, and respect of followers Causing followers to identify with and want to emulate the leader “The leader instills pride in me for being associated with him/her.” Inspirational motivation Fostering an enthusiasm for and commitment to a shared vision of the future “The leader articulates a compelling vision of the future.”.

DIMENSIONS OF TRANSFORMATONAL LEADERSHIP (CONT.).

WHY ARE SOME LEADERS MORE EFFECTIVE THAN OTHERS?.

HOW IMPORTANT IS LEADERSHIP STYLE?. Transformational leadership affects the job performance of the employees who report to the leader Employees with transformational leaders Have higher levels of task performance Engage in higher levels of citizenship behaviors Have higher levels of motivation Trust their leader more Are more committed to their organization.

SUBSTITUES FOR LEADERSHIP. Characteristics of the situation can constrain the influence of the leader Make it more difficult for the leader to influence employee performance Substitutes reduce the importance of the leader while simultaneously providing a direct benefit to employee performance Neutralizers only reduce the importance of the leader—they themselves have no beneficial impact on performance.

LEADER SUBSTITUTES AND NEUTRALIZERS. SUBSTITUTES Task feedback Training & experience Professionalism Staff support Group cohesion Intrinsic satisfaction NEUTRALIZERS Task stability Formalization Inflexibility Spatial distance DESCRIPTION Receiving feedback on performance from the task itself Gaining the knowledge to act independently of the leader Having a professional specialty that offers guidance Receiving information and assistance from outside staff Working in a close-knit and interdependent work group Deriving personal satisfaction from one's work Having tasks with a clear, unchanging sequence of steps Having written policies and procedures that govern one's job Working in an organization that prioritizes rule adherence Being separated from one's leader by physical space.