Leadership (Part 1)

MHR 3200 Dr. Larry Inks Department of Management and Human Resources Fisher College of Business The Ohio State University

OverviewLeadership (Part 1)
Leadership Basics
Leadership vs. Management Behavioral Theories of Leadership

Situational Theories of Leadership

Other Views of Leadership

Next Time: Leadership Excellence

Leadership Basics
Leadership: The process of providing direction and influencing individuals or groups to achieve goals. Many different leadership theories Many different types of leaders Management vs. Leadership

Management vs. Leadership

Management Focused more on the current Promotes stability and efficiency Leadership Focused more on the future Promotes change and adaptation

Management skills: - Planning - Organizing - Analytical thinking - Communicating/informing Keeps the trains running on time

Leadership skills: - Strategic thinking - Conceptual thinking - Innovation/creativity - Inspiring Decides where the tracks should be placed

Which of these is more important for organizational success?

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Theories of Leadership

Behavioral Theories of Leadership

The Ohio State Leadership Studies: one of the first; consideration for people v. task

University of Michigan Studies

Managerial Grid - Concern for People and Concern for Production - 2 x 2 matrix with 5 leadership styles
High
Country Club Management Concern for People Team Management

Middle of the Road Management Impoverished Management AuthorityCompliance High

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Low Low

Concern for Production

Situational Leadership
Leader Behavior High Relationship Behavior (supportive behavior)

Participating (S3) Share ideas and facilitate in decision making

Selling (S2) Explain decisions/ provide opportunity for clarification

Low
Low

Delegating (S4) Turn over responsibility for decisions and implementation

Telling (S1) Provide specific instructions and closely supervise performance

High

Task Behavior

High R4 Able, willing, confident

Follower Readiness Moderate R3 R2 Able but Unable but unwilling or willing or insecure confident

Low R1 Unable and unwilling or insecure

Path-Goal Theory Leadership Behaviors

Clear a path to the goal: Directive leadership Supportive leadership Achievement-oriented leadership Participative leadership Upward-influencing leadership: meeting people higher up to help your dept
The most appropriate type(s) of leader behaviors are situation specific

Other Conventional Types of Leadership

Laissez-faire Leadership Not assuming leadership responsibilities NOT a way to lead Transactional Leadership Clarifying role requirements, task requirements, accountabilities, etc. Providing positive and negative rewards for performance

Transformational Leadership Provides a transformational change in engagement of organizational members toward organizational goals Not a substitute for transactional leadership, but a complement to it Vision, communication of the vision, mobilize commitment

Transformational leaders are often strong charismatic leaders as well

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Characteristics of Charismatic Leaders

Self-confidence Vision Ability to articulate the vision and make it real to others Strong convictions about the vision Behavior that is out of the ordinary Strong abilities to manage change Environment/resource sensitivity

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Contemporary Views of Leadership

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What Behaviors Define a Great Leader?

Think of a leader youve interacted with personally; someone who made a significant impression upon you and/or someone who you see as a role model. What did he or she say and/or do that was so powerful?

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Kouzes and Posners Leadership Practices*

Practices Challenging the Process Commitments 1. Search out challenging opportunities for change 2. Experiment, take risks, and learn from mistakes 3. Envision an uplifting and noble future 4. Enlist others by appealing to their values, interests, hopes and dreams.

Inspiring a Shared Vision

Enabling Others to Act

5. Foster collaboration and build trust. 6. Strengthen people by developing and empowering them.
7. Model value-driven behavior 8. Achieve small wins to promote commitment

Modeling the Way

Encouraging the Heart

9. Recognize individual contributions to success 10.Celebrate team accomplishments regularly

*Source: Kouzes, J., and Posner, B. (1995). The Leadership Challenge. San Francisco, CA: Jossey-Bass
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Lincoln on Leadership*
People Get out of the office and circulate among the troops Build strong alliances Persuade rather than coerce Honesty and integrity are the best policies Never act out of vengeance or spite Have the courage to handle unjust criticism Be a master of paradox Exercise a strong handbe decisive Lead by being led Set goals and be results-oriented Keep searching until you find your Grant Encourage innovation Master the art of public speaking Influence people through conversation and storytelling Preach a vision and continually reaffirm it
* Source: Phillips, D. (1992). Lincoln on Leadership. New York NY: Time-Warner
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Character

Endeavor

Communication

Why CEOs Fail*

Arrogance
Melodrama Volatility Excessive Caution Habitual Distrust Aloofness Mischieviousness

Youre right and everybody else is wrong

You always grab the center of attention Your mood shifts are sudden and unpredictable The next decision you make may be your first You focus on the negatives You disengage and disconnect You know that rules are only suggestions

Eccentricity
Passive Resistance Perfectionism Eagerness to Please

Its fun to be different just for the sake of it

Your silence is misinterpreted as agreement You get the little things right but the big things wrong You want to win any popularity contest

* Source: Dotlich, D. and Cairo, P. Phillips, D. (2003). Why CEOs Fail. San Franciso, CA: Wiley and Sons
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The Extraordinary Leader Model*

Empirical analysis suggests five primary dimensions of leadership behavior: Character Personal Capability Focus on Results Interpersonal Skills Ability to Lead Organizational Change (as required) WILL BE ON EXAM.
*Source: Zenger, J. and Folkman, J. (2002). The Extraordinary Leader. New York, NY: McGraw-Hill.
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Zenger and Folkmans Competency Model*

Character Displays High Integrity and Honesty Personal Capability Technical/Professional Expertise Solves Problems and Analyzes Issues Innovates Practices Self Development Focus on Results Drives for Results Establishes Stretch Goals Takes Initiative Interpersonal Skills Communicates Powerfully and Prolifically Inspires and Motivates Others to High Performance Builds Relationships Develops Others Collaboration and Teamwork Leading Change Develops Strategic Perspective Champions Change Connects the Group to the Outside World

*Source: Zenger, J. and Folkman, J. (2002). The Extraordinary Leader. New York, NY: McGraw-Hill.
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The 3 Ps of Effective Business Leaders

The 3 Ps: Exceptional Business Leaders. . .

Passion

Have a personal passion for what they do. Theyd continue to do it if they were independently wealthy. Theyd also continue to do it if they were compensated very little.

Performance

They hate to lose. They keep score, and they set high standards. As much as they enjoy winning, they hate losing even more.

Principle

Cheating in order to win doesnt count. When faced with a decision that puts profit ahead of principle, principle will always win.

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What Questions Do You Have?