PMGT 402 103 W15 Leadership

PMGT 402 Project Leadership
Mario Vasilkovs
School of Business
Agenda
PMGT 402 Summer 2010
Housekeeping:
Assignment #2 Marked Today Final:

Tuesday, Aug. 17, 1330-1530, E2-12 Multiple Choice & Short Answer 2 Hours 75/25
Final Exam Policy:

Centennial ID No Aids No Breaks
PMGT 402 Week 15 Project Leadership
Agenda
Leadership:
Definition Communications Theories Practice
Project Leadership
School of Business
Leadership Explained
Figure 8-1
Many
have captured aspects:
Directing and coordinating the work of group members An interpersonal relation in which others comply because they want to, not because they have to Good leaders are those who build teams to get results across a variety of situations
Hughes,
et al, 2009:
the process of influencing an organized group toward accomplishing its goals
And
Leaders communicate
Communications
Transfer and understanding of meaning

No transfer = no communication No understanding = no communication Agreement is not required
Interpersonal communication
Communication between two or more people
Organizational communication
All the patterns, network, and systems of communications within an organization
Communications Model
Message Source: senders intended meaning Encoding The message converted to symbolic form Channel The medium through which the message travels Decoding The receivers retranslation of the message Noise Disturbances that interfere with communications
Communications Model
Message Encoding Sender Noise Channel Receiver Decoding Message
Feedback
Exhibit 6-1
10
Communications Distortions
Sender Encoding
Skills Attitude, i.e. pre-existing ideas Knowledge Socio-Cultural System, i.e. beliefs, values Written or oral Paraverbals Symbols Content
11
Message Product

Communications Distortions
Channel
Varying potentials for distortion Multiple channels help compensate
Receiver Decodes
Skills Attitude, i.e. pre-existing ideas Knowledge Socio-Cultural System, i.e. beliefs, values
Feedback Loop
Same as Channel Makes it communications, vs. messaging
12
Communications Channels
Exhibit 6-2
13
Communications Barriers
Filtering Deliberate manipulation of information to make it appear more favourable If you cant do good, look good Emotions Substituting emotional judgments when interpreting messages Sleep on it Information Overload Exceeding an individuals capacity to process information You have mail Coping: avoidance, amnesia, selectivity,
14
Selective
Perception:
Reality is a subjective construct Based on: needs, motivations, experience

Defensiveness
When threatened, reacting in a way that reduces the ability to achieve mutual understanding Result of perceived: sarcasm, criticisms, judgements, implied humiliations, ...
15
Language:
Age, education, culture affect meaning Specialized language, i.e. jargon
National Culture
Culture influences the form, formality, openness, patterns, and use of information in communications English driving test--define:
Boot Bonnet Hood Pavement Reservation
16
Overcoming:
Use Feedback Simplify Language Listen Actively
Total concentration Total Empathy
Constrain Emotions
Shut up and listen
Watch Nonverbal Cues
17
Communications
Active Listening:
Avoid interrupting speaker Don't overtalk Be empathetic
Paraphrase
Active Listening
Make eye contact
Avoid distracting actions or gestures
Ask questions
Exhibit affirmative head nods and appropriate facial expressions
Exhibit 6-1
18
Communications Networks
Chain Network Communication flows according to the formal chain of command, both upward and downward Wheel Network All communication flows in and out through the group leader (hub) to others in the group All-Channel Network Communication flows freely among all members of the work team
19
Communications Networks
Chain Wheel All-Channel
Criteria Speed Accuracy Emergence of leader Member satisfaction
Moderate High Moderate Moderate
Fast High High Low
Fast Moderate None High
Number of Channels =
N(N-1) 2
Exhibit 6-4
20
Leadership Theories
Trait
Theories (1920s30s)
Research that focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful Later research on the leadership process identified seven traits associated with successful leadership:
Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, jobrelevant knowledge, and extraversion
21
Leadership Theories
Traits
Drive
Ambitious, Energetic, Persistant
Desire to lead
Willingness to take responsibility Winners want the ball
Honesty and integrity

Build trust Walk the talk
Self-confidence
Model doubt-free behavior Fake it till you make it
22
Leadership Theories
Traits
(Continued)
Intelligence
Envision, problem solve, right decisions
Job-relevant knowledge
Company, industry, technical matters
Extraversion
Sociable, assertive MBTI dimension: Source of energy is other people
23
Leadership Theories
Behavioral
Studies:
University of Iowa Studies (Kurt Lewin)

Identified three leadership styles:
Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez-faire style: hands-off management
Research findings: mixed results

No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader
24
Leadership Theories
Behavioral
Studies (Continued):
Ohio State Studies

Identified two dimensions of leader behaviour
Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leaders mutual trust and respect for group members ideas and feelings
Research findings: mixed results

High-high leaders generally, but not always, achieved high group task performance and satisfaction Evidence indicated that situational factors appeared to strongly influence leadership effectiveness
25
Leadership Theories
Behavioral
University of Michigan Studies

Identified two dimensions of leader behaviour
Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment
Research findings:
Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction
26
Leadership Theories
Behavioral
Exhibit 8-3
27
Leadership Theories
Behavioral
Blake & Mouton (1964) Managerial Grid

Appraises leadership styles using two dimensions:
Concern for people Concern for production
28
Leadership Theories
Behavioral
Exhibit 8-4
29
Leadership Theories
Contingency:
Fiedler Model
Effective group performance depends upon the match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence Assumptions:
Different situations require different leadership styles Leaders do not readily change leadership styles Matching the leader to the situation or changing the situation to make it favourable to the leader is required
30
Leadership Theories
Contingency:
Fiedler Model (contd)

Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of contrasting adjectives High score: a relationship-oriented leadership style Low score: a task-oriented leadership style
Situational factors in matching leader to the situation:

Leader-member relations Confidence, trust, respect in leader Task structure Degree that jobs are proceduralized
Position power Control leader has over pay, promotion, firing,
31
Leadership Theories
Contingency:
Fiedler Model (contd)

Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of contrasting adjectives High score: a relationship-oriented leadership style Low score: a task-oriented leadership style
Situational factors in matching leader to the situation:

Leader-member relations Confidence, trust, respect in leader Task structure Degree that jobs are proceduralized
Position power Control leader has over pay, promotion, firing,
32
Leadership Theories
Good Task Oriented
Poor Situation Favourableness: Highly Favourable Category Leader Member Relations Task Structure Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good Low Weak
Relationship Oriented Moderate V Poor High Strong VI Poor High Weak Highly Unfavourable VII Poor Low Strong VIII Poor Low Weak
Exhibit 8-5
33
Leadership Theories
Contingency:
Hersey and Blanchards Situational Leadership Theory (SLT)

Successful leadership is achieved by selecting a leadership style that matches the level of the followers readiness
Acceptance: do followers accept or reject a leader? Readiness: do followers have the ability and willingness to accomplish a specific task?
Leaders must give up control as followers become more competent

Note that Situational Leadership is a registered trademark of The Ken Blanchard Companies http://www.kenblanchard.com/Permissions_Legal/
34
Leadership Theories
Contingency:

Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:
Telling: high tasklow relationship leadership Selling: high taskhigh relationship leadership Participating: low taskhigh relationship leadership Delegating: low tasklow relationship leadership
35
Leadership Theories
Contingency:

Identifies four stages of follower readiness:
R1: followers are S1: Tell R2: followers are S2: Sell R3: followers are S3: Support R4: followers are S4: Delegate unable and unwilling unable but willing able but unwilling able and willing
36
Leadership Theories
SLT
Model
High task and high relationship
Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.
High relationship and low task High
STYLE OF LEADER
S3 S2 S4 S1
High R4 Able and willing
Moderate R3 Able and unwilling R2 Unable and willing
Low R1 Unable and unwilling
Low Task Behaviour Low relationship and low task
High Follower Readiness

Exhibit 8-6 37
High task and low relationship
Leadership Theories
Contingency:
Leader Participation Model (Vroom and Yetton)

Leader behaviour adjusted to reflect the task structure, i.e. routine or non-routine Suggests appropriate leader participation level in decision making:
Decide Consult Individually Consult Group Facilitate Delegate
38
Leadership Theories
Contingency:
Leader Participation Model Contingencies:

Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
39
Leadership Theories
Contingency:
Path-Goal Model Leader assists followers in achieving organizational goals Leaders style depends on the situation:
Directive
Specific direction
Supportive
Shows concern for needs
Participative
Consultative decision-making
Achievement-oriented
High performance expectations
40
Leadership Theories
Contingency:
Path-Goal Model Leaders behavior acceptable when:

Seen as a source of immediate or future satisfaction Leaders behavior motivational when: Followers needs satisfied by effective performance Provides: Coaching Guidance Support Rewards
41
Leadership Theories
Contingency:
Path-Goal Model
Environmental Contingency Factors Task Structure Formal Authority System Work Group Leader Behaviour Directive Supportive Participative Achievement Oriented
in response to Task Structures: Ambiguous or stressful Structured Substantial Conflict Ambiguously Structured
Outcomes Performance Satisfaction
Subordinate Contingency Factors Locus of Control Experience Perceived Ability
More positive when leader compensates for work or worker
Exhibit 8-7 42
Contemporary Issues
Transactional:
guide or motivate followers in the direction of established goals by clarifying role and task requirements
You work, me reward
Transformational:
inspire followers to go beyond their own self-interests Extension of Transactional Leadership
Individual Consideration Alter perceptions of problems, i.e. new approach Excite and inspire followers to extra effort
43
Contemporary Issues
Charismatic
Leadership
An enthusiastic, self-confident leader whose personality and actions influence people Characteristics of charismatic leaders: Have a vision Are able to articulate the vision Are willing to risk to achieve the vision Are sensitive to the environment and to follower needs Exhibit behaviours that are out of the ordinary
Ordinary rules dont apply
44
Contemporary Issues
Charismatic
Leadership
Effects of Charismatic Leadership Increased motivation, greater satisfaction More profitable companies Downside:
Ordinary rules dont apply
May be trainable Most effective in environment of uncertainty and stress

45
Contemporary Issues
Visionary
Leadership
Create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation
Energizes and directs followers Followers now motivate themselves
46
Contemporary Issues
Visionary
Leadership
Effective Visions:
Inspirational possibilities Value-centered Realizable Powerful Imagery Well Articulated Easily Understood
47
Contemporary Issues
Visionary
Leadership
Visionary Leaders:
Explain the vision to others Express the vision not just verbally but through behaviour Extend or apply the vision to different leadership contexts
48
Contemporary Issues
Team
Leadership
Team Leadership Characteristics

Having patience to share information Being able to trust others and to give up authority Understanding when to intervene
Team Leaders Job Managing the teams external boundary Facilitating the team process
Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communicating
49
Contemporary Issues
Team
Leadership
Team Leadership Challenges

Identify development level of the team Apply appropriate leadership style Alter style as team develops
50
Contemporary Issues
Team
Leadership
Coach Liaison with External Constituencies
Conflict Manager
Team Leader Roles
Troubleshooter
Exhibit 8-8
51
Contemporary Issues
Team

Leadership
External Liaison:
Management, PMO Customers Suppliers Other project teams Asking the right questions Facilitating Securing resources/skills Issue Manager
52
Troubleshooter:
Contemporary Issues
Team
Leadership
Manage Conflict:
Identify Issues Choose correct strategy Facilitate Resolution
Coach:
Leader Mentor Manager
53
Current Issues
Managing Power, French & Ravens 5 sources:

Legitimate power / Authority
Resulting from position / rank
Coercive power
Punish or control
Reward power
Positive benefits or rewards
Expert Power
Special skills or knowledge
Referent Power
Desirable resources or traits Admiration drives acceptance PMGT 402 Week 15 Project Leadership
54
Current Issues
Credibility (of a Leader) The assessment, by a leaders followers, of the leaders honesty, competence, and ability to inspire Trust The belief of followers and others in the integrity, character, and ability of a leader Dimensions of trust: integrity, competence, consistency, loyalty, and openness Trust is related to increases in job performance, organizational citizenship behaviours, job satisfaction, and organization commitment
Pulling rank increasingly less effective

55
Current Issues
Tips
for Trust Building:
Practice openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidences Demonstrate competence
56
Current Issues
Moral
Leadership:
Ethics of goals and means Ethical leadership is more than being ethical
Includes reinforcing ethics through organizational mechanisms
57
Current Issues
Virtual
(On-Line) Leadership:
Challenges of Online Leadership

Communication Choosing the right words, structure, tone, and style for digital communications Performance management Defining, facilitating, and encouraging performance Trust Creating a culture where trust is expected, encouraged, and required
58
Current Issues
Gender
Differences in Leadership:
Males and females use different styles: Women tend to adopt a more democratic or participative style unless in a male-dominated job Women tend to use transformational leadership Men tend to use transactional leadership
59
Current Issues
Gender
Differences in Leadership:
None of the five studies set out to find gender differences. They stumbled on them while compiling and analyzing performance evaluations. Skill (Each check mark denotes which group scored higher on the respective studies) Motivating Others Fostering Communication Producing High-Quality Work Strategic Planning Listening to Others Analyzing Issues
* In one study, womens and mens scores in these categories were statistically even. Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc.
MEN
WOMEN
* * *
Exhibit 8-9
60
Leadership, Closing Items

No
one best approach Topic remains endlessly fascinating:

Constant research, inquiry, studies
Be
authentic
61

PMGT 402 103 W15 Leadership

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PMGT 402 Project Leadership

Assignment #2 Marked Today Final:

Final Exam Policy:

Definition Communications Theories Practice

PMGT 402 Week 15 Project Leadership

PMGT 402 Week 15 Project Leadership

have captured aspects:

PMGT 402 Week 15 Project Leadership

the process of influencing an organized group toward accomplishing its goals

PMGT 402 Week 15 Project Leadership

Transfer and understanding of meaning

PMGT 402 Week 15 Project Leadership

PMGT 402 Week 15 Project Leadership

PMGT 402 Week 15 Project Leadership

Reality is a subjective construct Based on: needs, motivations, experience

PMGT 402 Week 15 Project Leadership

Watch Nonverbal Cues

PMGT 402 Week 15 Project Leadership

Make eye contact

Avoid distracting actions or gestures

Exhibit affirmative head nods and appropriate facial expressions

PMGT 402 Week 15 Project Leadership

Criteria Speed Accuracy Emergence of leader Member satisfaction

Moderate High Moderate Moderate

Fast High High Low

Fast Moderate None High

PMGT 402 Week 15 Project Leadership

PMGT 402 Week 15 Project Leadership

Honesty and integrity

PMGT 402 Week 15 Project Leadership

University of Iowa Studies (Kurt Lewin)

Research findings: mixed results

PMGT 402 Week 15 Project Leadership

Ohio State Studies

Research findings: mixed results

PMGT 402 Week 15 Project Leadership

University of Michigan Studies

PMGT 402 Week 15 Project Leadership

Blake & Mouton (1964) Managerial Grid

PMGT 402 Week 15 Project Leadership

PMGT 402 Week 15 Project Leadership

Fiedler Model (contd)

Situational factors in matching leader to the situation:

PMGT 402 Week 15 Project Leadership

Fiedler Model (contd)

Situational factors in matching leader to the situation:

PMGT 402 Week 15 Project Leadership

PMGT 402 Week 15 Project Leadership

Hersey and Blanchards Situational Leadership Theory (SLT)

Leaders must give up control as followers become more competent

Hersey and Blanchards Situational Leadership Theory (SLT)

PMGT 402 Week 15 Project Leadership

Hersey and Blanchards Situational Leadership Theory (SLT)

PMGT 402 Week 15 Project Leadership

High relationship and low task High

High R4 Able and willing

Moderate R3 Able and unwilling R2 Unable and willing

Low R1 Unable and unwilling

Low Task Behaviour Low relationship and low task

High Follower Readiness

High task and low relationship

PMGT 402 Week 15 Project Leadership

Leader Participation Model (Vroom and Yetton)